Performance of International Joint Ventures: What Factors Really Make a Difference and How?

2009 ◽  
Vol 35 (3) ◽  
pp. 805-832 ◽  
Author(s):  
Hong Ren ◽  
Barbara Gray ◽  
Kwangho Kim
Keyword(s):  
Performance Measures ◽  
Joint Venture ◽  
International Joint Ventures ◽  
Future Research ◽  
International Joint Venture ◽  
Comprehensive Model ◽  
The Past ◽  
International Joint ◽  
Ijv Performance ◽  
Over Time

This article presents an in-depth review and critique of previous research on international joint venture (IJV) performance over the past 10 years. In doing so, the authors tease out the most important conceptualizations of IJV performance, the dominant drivers of IJV performance, and the key links among all these variables. They propose a comprehensive model that relates drivers to IJV performance measures and also performance measures to each other over time to guide future research.

Cultural Problems During an International Joint Venture

2018 ◽  
pp. 250-271
Author(s):  
Vinod Sharma ◽  
Chandan Maheshkar ◽  
Disha Chandra
Keyword(s):  
Joint Ventures ◽  
Joint Venture ◽  
Core Competencies ◽  
Phenomenological Approach ◽  
International Joint Ventures ◽  
International Joint Venture ◽  
The Past ◽  
Steep Rise ◽  
Complementary Resources ◽  
International Joint

In the brace of globalization, the number of international joint ventures (IJVs) has shown a steep rise over the past two decades, with the aim of becoming more globally unified and increasing the range of exploitable complementary resources that increase the capacities, efficiencies, and core competencies of the IJV companies. The IJV companies face several issues related to intercultural differences and do a lot of maneuvers to ensure a successful venture. This chapter elaborates such issues and how the company resolves them through a phenomenological approach. The research objective is to investigate whether the success of joint venture can be attributed to the solutions of intercultural problems in congruence. During the research, eight employees from the top management were interviewed, who highlighted several intercultural problems and also discussed the solutions which could effectively resolve such issues. Further study has been recommended on an unsuccessful venture where the IJV failed due to such cultural problems to check the effectiveness of the solutions used.

The Ups and Downs of Family Life: Det Norske Nitridaktieselskap, 1912–1976

2009 ◽  
Vol 10 (4) ◽  
pp. 763-790
Author(s):  
Espen Storli ◽  
David Brégaint
Keyword(s):  
Joint Ventures ◽  
Joint Venture ◽  
International Joint Ventures ◽  
International Joint Venture ◽  
Role Change ◽  
Corporate Strategies ◽  
International Joint ◽  
History Of ◽  
Insight Into ◽  
Over Time

The current literature on international joint ventures pays considerable attention to why joint ventures are established or why they are dissolved, but we lack studies that give insight into their dynamic development. The aim of this article is to investigate the evolution of an international joint venture over time. We confront some of the theoretical insights developed during the last decades with the dramatic history of the aluminum producer Det Norske Nitridaktieselskap (DNN). The company was established shortly beforeWorld War I and was finally disbanded over seventy years later. For most of this time, DNN was an international joint venture with shifting ownership configurations. This gives us the possibility not only to discuss the motivation for why the company was established or why it was dissolved, but also to study the mid-life of the company. What was DNN's role within the general corporate strategies of the owners? Did this role change over time?

Antecedents and Consequence of International Joint Venture Learning: the Case of Vietnam

2011 ◽  
pp. 58-71
Author(s):  
Anh Phan Thi Thuc ◽  
Baughn Christopher
Keyword(s):  
Theoretical Model ◽  
Empirical Study ◽  
Joint Venture ◽  
International Joint Ventures ◽  
International Joint Venture ◽  
Allocation Of Resources ◽  
Foreign Partner ◽  
Factors Associated ◽  
Venture Performance ◽  
International Joint

This empirical study addresses factors associated with learning in international joint ventures with data collected in Vietnam. Drawing from the previous literature in learning through alliances, this research presents and tests a theoretical model linking IJV learning, its antecedents and consequence. Several organizational prac- tices in the ventures appear as strong predictors of learning. Specifically, learning was associated with the venture’s allocation of resources to training and level of joint participation, as well as the frequency of interaction between foreign and local ven- ture employees. IJV learning was significantly related to the venture performance. Further, the ventures’ investment in learning had a significant impact on perform- ance that was not simply a function of knowledge learnt from the foreign partner.

Post termination interaction in international joint ventures (IJV)

foresight ◽  
2019 ◽  
Vol 21 (2) ◽  
pp. 200-215 ◽  
Author(s):  
Nakul Parameswar ◽  
Sanjay Dhir
Keyword(s):  
Bargaining Power ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Joint Venture ◽  
Multinomial Logistic Regression ◽  
International Joint Ventures ◽  
International Joint Venture ◽  
Content Type ◽  
International Joint ◽  
Practical Implications

Purpose This paper aims to explore dynamics of post termination interaction between international joint venture (IJV) partners and empirically examines IJV level and dyad level factors that influence the choice of post IJV termination interaction as supplier, complement or competitor. Design/methodology/approach In-depth literature review is undertaken to identify IJV and dyad level that could influence the choice of post termination interaction between terminated IJV partners. Hypotheses are empirically validated using multinomial logistic regression on data collected on terminated IJV headquartered in India. Findings The results denote that the choice of post-IJV termination interaction between IJV partners as supplier, complement or competitor is influenced by interdependence, bargaining power, foreign partner’s purpose of IJV, complementarity and type of IJV termination. Research limitations/implications This paper explores an under researched area in extant IJV literature that could be taken up for study by academicians. The paper upholds and strengthens the dynamic capabilities view of strategic management in IJV context. Practical implications This paper examines a practice adopted by businesses in emerging markets and determines important factors that influence the choice of interaction post IJV termination between partners. Practitioners will be encouraged to understand and plan post termination dynamics with their terminated IJV partner. Originality/value The paper undertakes examination of a practical business phenomena, i.e. interaction post termination between terminated IJV partners.

scholarly journals Successful Operating Strategies in the Performance of U.S.-China Joint Ventures

1994 ◽  
Vol 2 (4) ◽  
pp. 53-78 ◽  
Author(s):  
Gregory E. Osland
Keyword(s):  
Decision Making ◽  
Joint Ventures ◽  
Joint Venture ◽  
International Joint Ventures ◽  
Performance Criteria ◽  
Future Research ◽  
Government Officials ◽  
Managerial Implications ◽  
Ijv Performance ◽  
Matched Data

Evaluations of the performance of international joint ventures (IJVs) in China have produced mixed conclusions. This study sought to uncover performance criteria used by various groups of managers and to identify critical factors in IJV performance in China. Using in-depth case studies, matched data were collected from personal interviews with managers from Chinese and U.S. parent companies, joint venture operating managers from both partners, and government officials from both countries. The performance criteria used by joint venture participants appear to be converging, with profitability emerging as the dominant element. This exploratory study uncovered four important strategic factors in the performance of large, established U.S.-China manufacturing joint ventures. These are controlling decision making, establishing a sales network, retaining interpartner learning, and influencing government officials. The results suggest that the importance of decision-making control is moderated by size of the venture and nationality. Whether the IJV is a part of the government's National Plan also appears to be an important contingency. Managerial implications and directions for future research are provided.

EXPRESS: Is Ambidextrous Innovation Strategy Beneficial to International Joint Venture Performance? Evidence from China

2021 ◽  
pp. 1069031X2110060
Author(s):  
Jason Lu Jin ◽  
Kevin Zheng Zhou
Keyword(s):  
Joint Venture ◽  
Cultural Distance ◽  
International Marketing ◽  
International Joint Ventures ◽  
Innovation Strategy ◽  
Innovation Research ◽  
Venture Performance ◽  
International Joint ◽  
Ijv Performance ◽  
Parent Control

While the strategic marketing literature promotes ambidexterity as a critical innovation strategy that can enhance firm performance, its value in the international marketing context remains under-explored. Combining the ambidexterity and international marketing literatures, this study investigates how ambidexterity affects performance of the international joint ventures (IJVs) and how parent control asymmetry and cultural distance moderate the effects. Using polynomial analysis, this study simultaneously considers both the balance and intensity elements of ambidexterity and examines their effects on IJV performance in China. The authors argue that ambidexterity balance has a U-shaped effect on IJV performance, whereas ambidexterity intensity exerts an inverted U-shaped effect; such effects are further moderated by the unique features of IJVs—parent control asymmetry and cultural distance. With a dataset that combines survey and archival data on IJVs in China, the authors find strong empirical evidence for the hypotheses. These findings offer important advances to innovation research on IJVs.

Toward A Comprehensive Model of International Joint Venture Learning

2017 ◽  
pp. 51-64
Author(s):  
Anh Phan Thi Thuc
Keyword(s):  
Absorptive Capacity ◽  
Joint Venture ◽  
The Other ◽  
International Joint Venture ◽  
Comprehensive Model ◽  
Four Dimensions ◽  
International Joint

Based on alliance learning, absorptive capacity, and trust literature, this study proposed a comprehensive model linking International Joint Venture (IJV) learning and its determinants. The model takes into account the multi-dimensionality of absorptive capacity and trust which were often omitted in previous studies. It is then tested in the context of Vietnam on the basis of data collected from 154 IJVs. The result confirms the comprehensiveness of the model as it explains more than 63% of the variance in learning. Specifically, learning intent, three out of four dimensions of absorptive capacity, and foreign parents’ willingness to share knowledge were found to be positively associated with IJV learning, Trust dimensions were also related to learning but these relationships were alleviated in the presence of the other determinants. The research contributes to the growing literature on IJV learning and provides important implications for managers working in IJVs.

Sign in / Sign up

Export Citation Format

Share Document