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The impact of organizational learning on joint venture formations

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  • Lyles, Marjorie A.

Abstract

The time and attention that managers in firms are spending on joint ventures and the decisions to formulate joint ventures in increasing as the numbers of joint ventures increase. This article develops insights into the impact of past organizational learning on the decision to form new joint ventures. It builds on a model of organizational learning (Lyles, M.A. (1988) Management International Review, Special Issue, pp. 85-96) and addresses the relevant aspects of organizational learning that can impact these important strategic choices.

Suggested Citation

  • Lyles, Marjorie A., 1994. "The impact of organizational learning on joint venture formations," International Business Review, Elsevier, vol. 3(4), pages 459-467, December.
    • Handle: RePEc:eee:iburev:v:3:y:1994:i:4:p:459-467
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    Cited by:

    1. Hagedoorn, John & Sadowski, Bert, 1995. "Exploring the potential transition from strategic technology partnering to mergers and acquisitions," Research Memorandum 012, Maastricht University, Maastricht Economic Research Institute on Innovation and Technology (MERIT).
    2. Roijakkers, Nadine & Hagedoorn, John & van Kranenburg, Hans, 2005. "Dual market structures and the likelihood of repeated ties - evidence from pharmaceutical biotechnology," Research Policy, Elsevier, vol. 34(2), pages 235-245, March.

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