Performance measurement choices in international joint ventures: What factors drive them?

Larimo, Jorma; Nguyen, Huu Le; Ali, Tahir

doi:10.1016/j.jbusres.2015.07.003

Cited by 39 publications

(18 citation statements)

References 70 publications

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“…Increasing international competition requires firms to seek multiple channels for market growth as heavy reliance on domestic markets could no longer be sustainable (Bartlett and Ghoshal, 2002; Campos et al , 2016; Yu, 2011; Murmann et al , 2015). Studies on collaborative entry modes have long focussed on the aspect of performance (Bleeke and Ernst, 1990; Larimo et al , 2016; Merchant, 2014; Pak and Park, 2004; Perkins et al , 2014), however, literature on how it can be successful in the international context whereby culture difference is prominent remains fragmented (Almor et al , 2014; Gomes et al , 2016; Junni et al , 2015; Niesten and Jolink, 2015). Both strategic alliances and joint ventures across borders have been managerially challenging for firms (Aklamanu et al , 2016; Junni et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

Information technology and marketing performance within international market-entry alliances

Zhao

Priporas

2017

IMR

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances. Design/methodology/approach -This paper provides a theory-informed conceptual framework of IT-enabled cross-border interfirm relationships and performance outcomes. It integrates perspectives of resourcebased view (RBV) and transaction cost economics (TCE) to argue that the establishment of interfirm IT capabilities enhances the marketing performance of the foreign partner in the host location by improving interfirm relationship governance. Furthermore, IT-related risks and contextual restrictions are identified as important moderators.Findings -Conceptualisations of IT capabilities, IT-enhanced interfirm governance, and IT-led marketing performance improvement are suggested. Drawing on RBV and TCE, IT resources, related human resources, and IT integration between partner firms in combination enhances the ability of firms to manage the relationship more effectively through shared control, interfirm coordination, cross-firm formalisation, and hybrid centralisation. These benefits then bring about better upstream and downstream marketing performance in the host location. Additionally, IT capabilities help to mitigate possible contextual limitations and risks.Research limitations/implications -The paper offers a number of theory-and literature-informed research propositions which can be empirically tested in future studies. Practical implications -Top managers of firms currently in or planning to enter international alliances for market entry should carefully consider effective development of interfirm IT capabilities in terms of readiness of hardware and software, human resources, and organisational resources. Originality/value -The paper provides an integrated framework and propositions which contribute to limited understanding and appreciation of IT value in international market-entry alliances.

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Section: Introductionmentioning

confidence: 99%

Information technology and marketing performance within international market-entry alliances

Zhao

Priporas

2017

IMR

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“…There is evidence in the extant literature that the firm's stage of internationalization (Kahiya & Dean, 2016;Larimo, Le Nguyen, & Ali, 2016) and perceived psychic distance (Kraus, Ambos, Eggers, & Cesinger, 2015;Sousa & Lengler, 2009) play critical roles in managers' perception of opportunities and challenges in foreign markets.…”

Section: Psychic Distance and Stage Of Internationalizationmentioning

confidence: 99%

Perceived export performance: The invisible part of the iceberg

Sadeghi

Chetty

Rose

2021

Thunderbird Intl Bus Rev

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This study offers a more fine-grained view of perceived export performance (EP) and map out the key aspects of this phenomenon from the perspective of SME managers.Particularly, we explore the differences in managers' practices and their perceptions about underlying aspects of EP, including level of analysis, type of performance, mode of assessment, criteria, time frames, and frames of references. Furthermore, we explore some of the key reasons for variations in EP assessment practices. This study adopts an inductive approach based on semistructured interviews with 20 exporting SMEs in New Zealand. We observed that firms exhibit distinctive behavior in their EP assessment depending on their type of ownership, stage of internationalization, and perceived psychic distance toward target markets. We challenge the assumption that a single, universal EP evaluation model can be used for SMEs and suggest that the appropriate conceptualization of EP should be dictated by each firm's strategic orientation.

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“…Studying it is crucial for the understanding of what determines it and of its composition [97]. The selection of an adjusted measure to pursue research in the most diverse domains and contexts is a major issue [98]. In fact, difficulties persist concerning conceptualization, operationalization, and measurement [99].…”

Section: International Performancementioning

confidence: 99%

International Strategic Management: A Conceptual Model with Top Managers’ Emotional Intelligence, Cultural Intelligence, and Networking

2020

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The conceptual approach in this article follows and analyzes the holistic model of Kuivalainen, Sundqvist, Saarenketo, and McNaughton in 2012, making it analytically fitting to the SMEs’ international strategic groups concerning their international scale and scope. That model, according to our conceptual proposal, needs a methodological readjustment to an effective conformity towards the cross-sectional research. Accordingly, we presented two main considerations. First, we put together a conceptual model, fitted towards the field of top managers’ psychological characteristics as major antecedent of the firms’ international strategy. Second, the proposed conceptual model is methodologically oriented for cross-sectional studies. In relation to the antecedents, we took top managers’ emotional intelligence and cultural intelligence as distinctive capabilities of the firms’ international strategy and as major antecedents of top managers’ networking behaviors. Regarding firms’ international performance as the major conceptual model outcome, a multidimensional approach is taken with financial, strategic, and overall performance. These elements of the international firms are regarded as of major importance within the international firms’ enterprise architecture. Methodologically, we performed a bibliographic review on the fundamental concepts that we present in the model. Concerning the results, we provided a research model that raised a whole set of new leads for research with some proposals for future investigations.

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Performance measurement choices in international joint ventures: What factors drive them?

Cited by 39 publications

References 70 publications

Information technology and marketing performance within international market-entry alliances

Information technology and marketing performance within international market-entry alliances

Perceived export performance: The invisible part of the iceberg

International Strategic Management: A Conceptual Model with Top Managers’ Emotional Intelligence, Cultural Intelligence, and Networking

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