Managing Joint Ventures

References

• Adler P. S. , Cole R. E. (1993). Designed for learning: A tale of two auto plants. Sloan Management Review, 34(3), 85–94. Google Scholar
• Aitken B. J. , Harrison A. E. (1999). Do domestic firms benefit from direct foreign investment? Evidence from Venezuela. American Economic Review, 89(3), 605–618. Google Scholar
• Anand B. N. , Khanna T. (2000). Do firms learn to create value? The case of alliances. Strategic Management Journal, 21(3), 295–315. Google Scholar
• Anand J. , Delios A. (1997). Location specificity and the transferability of downstream assets to foreign subsidiaries. Journal of International Business Studies, 28(3), 579–603. Google Scholar
• Anderson E. (1990). Two firms, one frontier: On assessing joint venture performance. Sloan Management Review, 31(2), 19–30. Google Scholar
• Ariño A. (2003). Measures of strategic alliance performance: An analysis of construct validity. Journal of International Business Studies, 34(1), 66–79. Google Scholar
• Ariño A. , de la Torre J. (1998). Learning from failure: Towards an evolutionary model of collaborative ventures. Organization Science, 9(3), 306–325. Google Scholar
• Barkema H. G., Bell J. H. J. , Pennings J. M. (1996). Foreign entry, cultural barriers, and learning. Strategic Management Journal, 17(2), 151–166. Google Scholar
• Barkema H. G., Shenkar O., Vermeulen F. , Bell J. H. J. (1997). Working abroad, working with others: How firms learn to operate international joint ventures. Academy of Management Journal, 40(2), 426–442.Abstract , Google Scholar
• Barkema H. G., Vermeulen F. (1997). What differences in the cultural backgrounds of partners are detrimental for international joint ventures? Journal of International Business Studies, 28(4), 845–864. Google Scholar
• Beamish P. W. (1985). The characteristics of joint ventures in developed and developing countries. Columbia Journal of World Business, 20, 13–19. Google Scholar
• Beamish P. W. (1987). Joint ventures in LDCs: Partner selection and performance. Management International Review, 27(1), 23–37. Google Scholar
• Beamish P. W. (1988). Multinational joint ventures in developing countries. New York: Routledge. Google Scholar
• Beamish P. W. (2008). Joint venturing. Charlotte, NC: Information Age. Google Scholar
• Beamish P.W, Ainudden R. A. (2006). Nora-Sakari: A proposed joint venture in Malaysia (Case #9B06M006). London, ON, Canada: Ivey Publishing. Google Scholar
• Beamish P.W, Banks J. C. (1987). Equity joint ventures and the theory of the multinational enterprise. Journal of International Business Studies, 18(2), 1–16. Google Scholar
• Beamish P.W, Choi C. B. (2004). Split management control and international joint venture performance. Journal of International Business Studies, 35(3), 201–215. Google Scholar
• Beamish P.W, Killing J. P.(Eds.). (1997). Cooperative strategies: Asian Pacific perspectives. San Francisco: New Lexington Press. Google Scholar
• Beamish P.W, Killing J. P.(Eds.). (1997). Cooperative strategies: European perspectives. San Francisco: New Lexington Press. Google Scholar
• Beamish P.W, Killing J. P.(Eds.). (1997). Cooperative strategies: North American perspectives. San Francisco: New Lexington Press. Google Scholar
• Berg S. F., Duncan J., Friedman P. (1982). Joint venture strategies and corporate innovation. Cambridge, MA: Oelgeschlager, Gunn & Hain. Google Scholar
• Bleeke J. , Ernst D. (1993). Collaborating to compete: Using strategic alliances and acquisitions in the global marketplace. New York: Wiley. Google Scholar
• Blomström M. , Sjöholm F. (1999). Technology transfer and spillovers: Does local participation with multinationals matter? European Economic Review, 43(4–6), 915–923. Google Scholar
• Brouthers K. D. (2002). Institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of International Business Studies, 33(2), 203–221. Google Scholar
• Brouthers K.D, Bamossy G. J. (1997). The role of key stakeholders in international joint venture negotiations: Case studies from Eastern Europe. Journal of International Business Studies, 28(2), 285–308. Google Scholar
• Chi T. L. (2000). Option to acquire or divest a joint venture. Strategic Management Journal, 21(6), 665–687. Google Scholar
• Child J. , Markoczy L. (1993). Host-country managerial behavior and learning in Chinese and Hungarian joint ventures. Journal of Management Studies, 30(4), 611–631. Google Scholar
• Contractor F. J. , Lorange P.(Eds.). (1988). Cooperative strategies in international business. Lexington, MA: Lexington Books. Google Scholar
• Cullen J. B., Johnson J. L. , Sakano T. (1995). Japanese and local partner commitment to IJVs: Psychological consequences of outcomes and investments in the IJV relationship. Journal of International Business Studies, 26, 91–115. Google Scholar
• Das T.K, Teng S. B. (1996). Risk types and inter-firm alliance structures. Journal of Management Studies, 33(6), 827–843. Google Scholar
• Davidson W. H. (1987). Creating and managing joint ventures in China. California Management Review, 29, 77–94. Google Scholar
• Delios A. , Beamish P. W. (2001). Survival and profitability: The roles of experience and intangible assets in foreign subsidiary performance. Academy of Management Journal, 44(5), 1028–1038.Abstract , Google Scholar
• Dhanaraj C., Beamish P. W. (2004). Effect of equity ownership on the survival of international joint ventures. Strategic Management Journal, 25(3), 295–305. Google Scholar
• Dhanaraj C., Lyles M. A. , Lai Y. (2007). Innovation without walls: Alliance management at Eli Lilly and Company Inc. (Case #9B07M015). London, ON, Canada: Ivey Publishing. Google Scholar
• Dhanaraj C. , Lyles M. A. , Steensma H. K. , Tihanyi L. (2004). Managing tacit and explicit knowledge transfer in IJVs: The role of relational embeddedness and the impact on performance. Journal of International Business Studies, 35(5), 428–442. Google Scholar
• Ding D. Z. (1997). Control, conflict, and performance: A study of U.S.-Chinese joint ventures. Journal of International Marketing, 5(3), 31–45. Google Scholar
• Djankov S. , Hoekman B. (2000). Foreign investment and productivity growth in Czech enterprises. World Bank Economic Review, 14(1), 49–64. Google Scholar
• Dussauge P. , Garrette B. (1995). Determinants of success in international strategic alliances: Evidence from the global aerospace industry. Journal of International Business Studies, 26(3), 505–530. Google Scholar
• Fahy J. , Hooley G. , Cox T. , Beracs J. , Fonfara K. , Snoj B. (2000). The development and impact of marketing capabilities in central Europe. Journal of International Business Studies, 31(1), 63–81. Google Scholar
• Fey C.F, Beamish P. W. (2001). Organizational climate similarity and performance: International joint ventures in Russia. Organization Studies, 22(5), 853–882. Google Scholar
• Franko L. G. (1971). Joint venture survival in multinational corporations. New York: Praeger. Google Scholar
• Friedman W.G, Beguin J. P. (1971). Joint international business ventures in developing countries. New York: Columbia University Press. Google Scholar
• Geringer J. M. (1988). Joint venture partner selection: Strategies for developed countries. New York: Quorum Books. Google Scholar
• Geringer J. M. , Hebert L. (1989). Control and performance of international joint ventures. Journal of International Business Studies, 20(2), 235–254. Google Scholar
• Geringer J. M. , Hebert L. (1991). Measuring performance of international joint ventures. Journal of International Business Studies, 22(2), 249–263. Google Scholar
• Glaister K.W, Buckley P. J. (1998). Measures of performance in U.K. international alliances. Organization Studies, 19(1), 89–118. Google Scholar
• Gomes-Casseres B. (1987). Joint venture instability: Is it a problem? Columbia Journal of World Business, 22, 97–102. Google Scholar
• Griffith D. A., Cavusgil S. T. , Xu S. (2008). Emerging themes in international business research. Journal of International Business Studies, 39, 1220–1235. Google Scholar
• Gupta A. K. , Govindarajan V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 21(4), 473–496. Google Scholar
• Hamel G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal, 12(S1), 83–103. Google Scholar
• Harrigan K. R. (1985). Strategies for joint ventures. Lexington, MA: Lexington Books. Google Scholar
• Harrigan K.R. (1986). Managing for joint venture success. Lexington, MA: Lexington Books. Google Scholar
• Helfat C.E, Lieberman M. B. (2002). The birth of capabilities: Market entry and the importance of prehistory. Industrial and Corporate Change, 11(4), 725–760. Google Scholar
• Hennart J. F., Kim D. J., Zeng M. (1998). The impact of joint venture status on the longevity of Japanese stakes in U.S. manufacturing affiliates. Organization Science, 9(3), 382–395. Google Scholar
• Hill R. C., Hellriegel D. (1994). Critical contingencies in joint venture management: Some lessons from managers. Organization Science, 5(4), 594–607. Google Scholar
• Hladik K. J. (1985). International joint ventures: An economic analysis of U.S.-foreign business partnerships. Lexington, MA: Lexington Books. Google Scholar
• Hofstede G. (1980). Culture's consequences: International differences in work-related values. Beverly Hills, CA: Sage. Google Scholar
• Hofstede G. (1991). Culture and organizations: Software of the mind. Berkshire, England: McGraw-Hill. Google Scholar
• Hu M.Y, Chen H. Y. (1996). An empirical analysis of factors explaining foreign joint venture performance in China. Journal of Business Research, 35(2), 165–173. Google Scholar
• Inkpen A.C, Beamish P. W. (1997). Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review, 22(1), 177–202.Abstract , Google Scholar
• Inkpen A.C, Crossan M. M. (1995). Believing is seeing: Joint ventures and organization learning. Journal of Management Studies, 32(5), 595–618. Google Scholar
• Inkpen A. C. , Dinur A. (1998). Knowledge management processes and international joint ventures. Organization Science, 9(4), 454–468. Google Scholar
• Isobe T., Makino S., Montgomery D. B. (2000). Resource commitment, entry timing, and market performance of foreign direct investments in emerging economies: The case of Japanese international joint ventures in China. Academy of Management Journal, 43(3), 468–484.Abstract , Google Scholar
• Janger A. R. (1980). Organization of international joint ventures. New York: Conference Board. Google Scholar
• Kelly M. , Schaan J.-L. (2005). Strategic alliances that work: Should you build a strategic alliance? (Case #9B05M022). London, ON, Canada: Ivey Publishing. Google Scholar
• Killing J. P. (1982). How to make a global joint venture work. Harvard Business Review, 60(3), 120–127. Google Scholar
• Killing J. P. (1983). Strategies for joint venture success. New York: Praeger. Google Scholar
• Kogut B. (1988). Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9(4), 31–322. Google Scholar
• Kogut B. (1989). The stability of joint ventures: Reciprocity and competitive rivalry. Journal of Industrial Economics, 38(2), 183–198. Google Scholar
• Koh J. , Venkatraman N. (1991). Joint venture formations and stock-market reactions: An assessment in the information technology sector. Academy of Management Journal, 34(4), 869–892.Abstract , Google Scholar
• Lane P. J., Salk J.E, Lyles M. A. (2001). Absorptive capacity, learning, and performance in international joint ventures. Strategic Management Journal, 22(12), 1139–1161. Google Scholar
• Lee C. , Beamish P. W. (1995). The characteristics and performance of Korean joint ventures in LDCs. Journal of International Business Studies, 26(3), 637–654. Google Scholar
• Li J., Lam K. , Qian G. M. (2001). Does culture affect behavior and performance of firms? The case of joint ventures in China. Journal of International Business Studies, 32(1), 115–131. Google Scholar
• Lu J.W, Beamish P. W. (2001). The internationalization and performance of SMEs. Strategic Management Journal, 22(6/7), 565–586. Google Scholar
• Luo Y.D. (1997). Partner selection and venturing success: The case of joint ventures with firms in the People's Republic of China. Organization Science, 8(6), 648–662. Google Scholar
• Luo Y.D. (2001). Antecedents and consequences of personal attachment in cross-cultural cooperative ventures. Administrative Science Quarterly, 46(2), 177–201. Google Scholar
• Luo Y. D. (2002a). Capability exploitation and building in a foreign market: Implications for multinational enterprises. Organization Science, 13(1), 48–63. Google Scholar
• Luo Y. D. (2002b). Contract, cooperation, and performance in international joint ventures. Strategic Management Journal, 23(10), 903–919. Google Scholar
• Luo Y.D. (2002c). Product diversification in international joint ventures: Performance implications in an emerging market. Strategic Management Journal, 23(1), 1–20. Google Scholar
• Luo Y. D. , Shenkar O. , Nyaw M. K. (2001). A dual parent perspective on control and performance in international joint ventures: Lessons from a developing economy. Journal of International Business Studies, 32, 41–58. Google Scholar
• Lyles M.A, Salk J. E. (1996). Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context. Journal of International Business Studies, 27, 877–903. Google Scholar
• Madhok A. (2006). Revisiting multinational firms' tolerance for joint ventures: A trust-based approach. Journal of International Business Studies, 26, 117–137. Google Scholar
• Makino S. , Beamish P. W. (1998). Performance and survival of joint ventures with non-conventional ownership structures. Journal of International Business Studies, 29, 797–818. Google Scholar
• Makino S. , Delios A. (1996). Local knowledge transfer and performance: Implications for alliance formation in Asia. Journal of International Business Studies, 27(5), 905–927. Google Scholar
• McConnell J.J, Nantell T. J. (1985). Corporate combinations and common stock returns: The case of joint ventures. Journal of Finance, 40(2), 519–536. Google Scholar
• Merchant H. , Schendel D. (2000). How do international joint ventures create shareholder value? Strategic Management Journal, 21(7), 723–737. Google Scholar
• Mjoen H. , Tallman S. (1997). Control and performance in international joint ventures. Organization Science, 8(3), 257–274. Google Scholar
• Mowery D. C.(Ed.). (1988). International collaborative ventures in U.S. manufacturing. Cambridge, MA: Ballinger Publishing. Google Scholar
• Mowery D. C. , Oxley J.E, Silverman B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17, 77–91. Google Scholar
• Nakamura M. , Shaver J. M. , Yeung B. (1996). An empirical investigation of joint venture dynamics: Evidence from U.S.-Japan joint ventures. International Journal of Industrial Organization, 14(4), 521–541. Google Scholar
• Nicholls-Nixon C.L, Woo C. Y. (2003). Technology sourcing and output of established firms in a regime of encompassing technological change. Strategic Management Journal, 24(7), 651–666. Google Scholar
• Osland G.E, Cavusgil S. T. (1996). Performance issues in U.S.-China joint ventures. California Management Review, 38(2), 106–130. Google Scholar
• Pan Y.G, Chi P. S. K. (1999). Financial performance and survival of multinational corporations in China. Strategic Management Journal, 20(4), 359–374. Google Scholar
• Pan Y.G, Li S.M, Tse D. K. (1999). The impact of order and mode of market entry on profitability and market share. Journal of International Business Studies, 30(1), 81–103. Google Scholar
• Park S. H., Kim D. (1997). Market valuation of joint ventures: Joint venture characteristics and wealth gains. Journal of Business Venturing, 12(2), 83–108. Google Scholar
• Park S.H, Russo M. V. (1996). When competition eclipses cooperation: An event history analysis of joint venture failure. Management Science, 42(6), 875–890. Google Scholar
• Park S.H, Ungson G. R. (1997). The effect of national culture, organizational complementarity, and economic motivation on joint venture dissolution. Academy of Management Journal, 40(2), 279–307.Link , Google Scholar
• Pearce R.J. (1997). Toward understanding joint venture performance and survival: A bargaining and influence approach to transaction cost theory. Academy of Management Review, 22(1), 203–225.Abstract , Google Scholar
• Pearson M.M. (1991). Joint ventures in the People's Republic of China: The control of foreign direct investment under socialism. Princeton, NJ: Princeton University Press. Google Scholar
• Pothukuchi V. , Damanpour F. , Choi J. , Chen C., Park S. H. (2002). National and organizational culture differences and international joint venture performance. Journal of International Business Studies, 33(2), 243–265. Google Scholar
• Reuer J.J. (2001). From hybrids to hierarchies: Shareholder wealth effects of joint venture partner buyouts. Strategic Management Journal, 22(1), 27–44. Google Scholar
• Reuer J.J, Koza M. P. (2000). Asymmetric information and joint venture performance: Theory and evidence for domestic and international joint ventures. Strategic Management Journal, 21(1), 81–88. Google Scholar
• Reuer J.J, Leiblein M. T. (2000). Downside risk implications of multinationality and international joint ventures. Academy of Management Journal, 43(2), 203–214.Link , Google Scholar
• Reuer J.J, Miller K. D. (1997). Agency costs and the performance implications of international joint venture internalization. Strategic Management Journal, 18(6), 425–438. Google Scholar
• Salant S.W , Shaffer W. (1998). Optimal asymmetric strategies in research joint ventures. International Journal of Industrial Organization, 16, 195–208. Google Scholar
• Shenkar O. (1990). International joint ventures problems in China: Risks and remedies. Long Range Planning, 23(3), 82–90. Google Scholar
• Shenkar O. , Li J. T. (1999). Knowledge search in international cooperative ventures. Organization Science, 10(2), 134–143. Google Scholar
• Steensma H.K, Lyles M. A. (2000). Explaining IJV survival in a transitional economy through social exchange and knowledge-based perspectives. Strategic Management Journal, 21(8), 831–851. Google Scholar
• Stuckey J.A. (1983). Vertical integration and joint ventures in the aluminum industry. Cambridge, MA: Harvard University Press. Google Scholar
• Tidd J. , Trewhella M. J. (1997). Organizational and technological antecedents for knowledge acquisition and learning. R&D Management, 27(4), 359–375. Google Scholar
• Tomlinson J. W. C. (1970). The joint venture process in international business: India and Pakistan. Cambridge, MA: MIT Press. Google Scholar
• Tsang E. W. K. (2002). Acquiring knowledge by foreign partners from international joint ventures in a transition economy: Learning-by-doing and learning myopia. Strategic Management Journal, 23, 835–854. Google Scholar
• Van de Ven A.H , Polley H. (1992). Learning while innovating. Organization Science, 3(1), 92–116. Google Scholar
• Woodcock C. P., Beamish P.W , Makino W. (1994). Ownership-based entry mode strategies and international performance. Journal of International Business Studies, 25, 253–273. Google Scholar
• Yan A.M. (1998). Structural stability and reconfiguration of international joint ventures. Journal of International Business Studies, 29, 773–795. Google Scholar
• Yan A.M , Gray M. (1994). Bargaining power, management control, and performance in United States-China joint ventures: A comparative case study. Academy of Management Journal, 37(6), 1478–1517.Abstract , Google Scholar
• Yan A. , Gray B. (2001). Antecedents and effects of parent control in international joint ventures. Journal of Management Studies, 38, 393–416. Google Scholar
• Yan A.M , Zeng M. (1999). International joint venture instability: A critique of previous research, a reconceptualization, and directions for future research. Journal of International Business Studies, 30(2), 397–414. Google Scholar