The effect of foreign partner network embeddedness on international joint venture failure: Evidence from European firms’ investments in emerging economies

Network centrality and organizational aspirations: A behavioral interaction in the context of international strategic alliances

“…Network centrality multiplies firm collaboration benefits through alliance-to-network and network-to-alliance transfers, and is relevant to ISA success by promoting cohesion between cross-border partnering firms and providing clues to partner selection outcomes (Polidoro, Ahuja, & Mitchell, 2011;Swaminathan & Moorman, 2009). Central firms signal trustworthiness, which encourages a favorable evaluation by a potential foreign partner and enables the firm to have a better understanding of the network's structure and its members (Al-Laham & Souitaris, 2008;Meschi & Wassmer, 2013). Such embeddedness would attract potential foreign partners and high centrality is a sign of social influence and trusted informants that affects ISA formation.…”

“…Researchers have found that ISA networks drive internationalization by providing mutual trade dependencies and synergistic value creation (Prashantham & Birkinshaw, 2015;Xia, 2011), as well as allowing partners to better balance the benefits and risks of going international (Das & Kumar, 2010;Li, Qian, & Qian, 2013;Lu & Beamish, 2006). In the ISA context, firm's network centrality is particularly salient as a reliable benchmarking tool with central firms gaining international visibility, power, experience, and social influence (Meschi & Wassmer, 2013;Tsai, Huang, & Wang, 2015).…”

Staged Development of Dynamic Capabilities: A Study of International Joint Ventures in India

“…Reuer, Klijn, and Lioukas ( 2014 ) have also found that delegating authority to the local management, as compared to retaining it with the foreign parent, is an efficient administrative tool. We thus converse with the literature on alliancing capability (Kale, Dyer, & Singh, 2002 ) and the density of alliance network (Meschi & Wassmer, 2013 ) by focusing on their relative importance in different stages of the life cycle of an IJV.…”

Quelles différences de perception des entreprises locales et des firmes multinationales de leurs relations d’alliances stratégiques instables ?

“…Certaines de ces caractéristiques peuvent précipiter l'issue d'une alliance à la fois par les évolutions des rapports de force entre les partenaires (Tinlot et Mothe, 2005), l'achèvement des apprentissages organisationnel ou institutionnel (Inkpen et Beamish, 1997), ou suite à l'émergence de conflits (Mohr et Spekman, 1994) liés à des risques relationnels (opportunisme, absorption) réels ou perçus (Vidot- Delerue et Simon, 2005). L'encastrement des alliances asymétriques dans les réseaux des grandes firmes peut enfin avoir des effets importants sur l'issue de ces coopérations (Goerzen, 2007 ;Meschi et Wassmer, 2013).…”