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The dynamics and effectiveness of international joint ventures

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  • Reuer, Jeffrey

Abstract

This article addresses the instability of international joint ventures (IJVs) from a corporate strategy perspective. Data on 272 terminated IJVs are presented by way of illustration. The empirical patterns demonstrate IJV termination most often involves a reallocation of IJV ownership between existing parent firms, and these changes in ownership and resource commitments are a function of both firms' relationships to the venture. The article submits the transitory character of IJVs often stems from the nature of parent firms' strategic intents when forming IJVs. This suggests IJV instability is not always tantamount to collaborative failure as is widely assumed.

Suggested Citation

  • Reuer, Jeffrey, 1998. "The dynamics and effectiveness of international joint ventures," European Management Journal, Elsevier, vol. 16(2), pages 160-168, April.
    • Handle: RePEc:eee:eurman:v:16:y:1998:i:2:p:160-168
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    Cited by:

    1. Jan Hendrik Fisch & Bjoern Schmeisser, 2020. "Phasing the operation mode of foreign subsidiaries: Reaping the benefits of multinationality through internal capital markets," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 51(8), pages 1223-1255, October.
    2. Lee, Ji-Ren & Chen, Wei-Ru & Kao, Charng, 1998. "Bargaining power and the trade-off between the ownership and control of international joint ventures in China," Journal of International Management, Elsevier, vol. 4(4), pages 353-385, December.
    3. Kiran Pedada & S. Arunachalam & Mayukh Dass, 2020. "A theoretical model of the formation and dissolution of emerging market international marketing alliances," Journal of the Academy of Marketing Science, Springer, vol. 48(5), pages 826-847, September.
    4. Büchel, Bettina, 2002. "Joint venture development: driving forces towards equilibrium," Journal of World Business, Elsevier, vol. 37(3), pages 199-207, October.
    5. Jan Hendrik Fisch & Bjoern Schmeisser, 0. "Phasing the operation mode of foreign subsidiaries: Reaping the benefits of multinationality through internal capital markets," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 0, pages 1-33.
    6. Hajidimitriou, Yannis A. & Georgiou, Andreas C., 2002. "A goal programming model for partner selection decisions in international joint ventures," European Journal of Operational Research, Elsevier, vol. 138(3), pages 649-662, May.
    7. Melanie Bedore, 2014. "The convening power of food as growth machine politics: A study of food policymaking and partnership formation in Baltimore," Urban Studies, Urban Studies Journal Limited, vol. 51(14), pages 2979-2995, November.
    8. Robson, Matthew J. & Paparoidamis, Nicholas & Ginoglu, Dimitrios, 2003. "Top management staffing in international strategic alliances: a conceptual explanation of decision perspective and objective formation," International Business Review, Elsevier, vol. 12(2), pages 173-191, April.
    9. Lee, Ji-Ren & Chen, Wei-Ru & Kao, Charng, 2003. "Determinants and performance impact of asymmetric governance structures in international joint ventures: an empirical investigation," Journal of Business Research, Elsevier, vol. 56(10), pages 815-828, October.
    10. Yeheskel, Orly & Newburry, William & Zeira, Yoram, 2004. "Significant differences in the pre- and post-incorporation stages of equity international joint ventures (IJVs) and international acquisitions (IAs), and their impacts on effectiveness," International Business Review, Elsevier, vol. 13(5), pages 613-636, October.

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