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Firms' Home-Market Relationship: Their Role when Selecting International Alliance Partners

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  • Ulf Elg

    (Lund University)

Abstract

The importance of taking account of a firm's home-market relationships in efforts to explain its choice of partners for international alliances is discussed. Liberating and moderating relationships are proposed as two alternative types of alliances that firms may form in response to the influence of home market dependencies. Propositions suggesting explanatory factors that predict which type of relationship is formed then are presented; these propositions are based on the complementary aspects of transaction cost theory, the network approach, and resource dependence theory.© 2000 JIBS. Journal of International Business Studies (2000) 31, 169–177

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  • Ulf Elg, 2000. "Firms' Home-Market Relationship: Their Role when Selecting International Alliance Partners," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 31(1), pages 169-177, March.
    • Handle: RePEc:pal:jintbs:v:31:y:2000:i:1:p:169-177
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    Citations

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    Cited by:

    1. Jun Xia & Xufei Ma & Jane W. Lu & Daphne W. Yiu, 2014. "Outward foreign direct investment by emerging market firms: A resource dependence logic," Strategic Management Journal, Wiley Blackwell, vol. 35(9), pages 1343-1363, September.
    2. Elg, Ulf, 2005. "A study of inter-firm market orientation dimensions in Swedish, British and Italian supplier-retailer relationships," Working Paper Series 2005/6, Lund University, Institute of Economic Research.
    3. Andrea Moretta Tartaglione & Roberto Bruni, 2016. "International networks as complex adaptive systems," MERCATI & COMPETITIVIT?, FrancoAngeli Editore, vol. 2016(3), pages 111-131.
    4. Mohamed Bin Abderrazek Boukhris, 2019. "Uncertainty Versus Learning: A Network Appraoch for Corporate Strategic Partner Selection," International Journal of Asian Social Science, Asian Economic and Social Society, vol. 9(11), pages 554-569, November.
    5. Nemeth, Alexander, 2012. "A framework of international joint ventures exit: A resource dependence and learning perspective," Freiberg Working Papers 2012/02, TU Bergakademie Freiberg, Faculty of Economics and Business Administration.
    6. Elio Shijaku & Martin Larraza-Kintana & Ainhoa Urtasun-Alonso, 2020. "Network centrality and organizational aspirations: A behavioral interaction in the context of international strategic alliances," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 51(5), pages 813-828, July.
    7. Ghauri, Pervez & Wang, Fatima & Elg, Ulf & Rosendo-Ríos, Veronica, 2016. "Market driving strategies: Beyond localization," Journal of Business Research, Elsevier, vol. 69(12), pages 5682-5693.
    8. Xia Jun & Marshall S. Jiang & Sali Li & Preet S. Aulakh, 2014. "Practice Standardization in Cross-Border Activities of Multinational Corporations: A Resource Dependence Perspective," Management International Review, Springer, vol. 54(5), pages 707-734, October.
    9. Yan, Yanni & Child, John, 2004. "Investors' resource commitments and information reporting systems: control in international joint ventures," Journal of Business Research, Elsevier, vol. 57(4), pages 361-371, April.

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