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Mimetic and experiential effects in international marketing alliance formations of US pharmaceuticals firms: An event history analysis

Author

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  • Sengun Yeniyurt

    (Department of Supply Chain Management and Marketing Sciences, School of Business, Rutgers University, Newark and New Brunswick, USA)

  • Janell D Townsend

    (Department of Management and Marketing, Oakland University, Rochester, USA)

  • S Tamer Cavusgil

    (Institute of International Business, Robinson College of Business, Georgia State University, Atlanta, GA, USA)

  • Pervez N Ghauri

    (King's College London, London, UK)

Abstract

Alliances are recognized as an indispensable tool for managers operating in a global business environment, and as a fundamental stage of the internationalization process of the firm. Drawing on a co-evolutionary framework, this article investigates the mimetic and experiential effects in international alliance formation. We focus on a critical unresolved issue in the literature: what is the role of mimetic behavior and previous alliance experience in mitigating the uncertainty associated with engaging in cross-border operations? An event history analysis of 792 international marketing alliance formations initiated by 317 firms in the US pharmaceutical industry is employed to test the hypotheses. The findings of two different hazard rate models reveal significant complex effects of density and cross-border alliance experience on the propensity to engage in new international marketing alliances. Journal of International Business Studies (2009) 40, 301–320; doi:10.1057/jibs.2008.62

Suggested Citation

  • Sengun Yeniyurt & Janell D Townsend & S Tamer Cavusgil & Pervez N Ghauri, 2009. "Mimetic and experiential effects in international marketing alliance formations of US pharmaceuticals firms: An event history analysis," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 40(2), pages 301-320, February.
    • Handle: RePEc:pal:jintbs:v:40:y:2009:i:2:p:301-320
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    Cited by:

    1. Billur Akdeniz, M. & Berk Talay, M., 2022. "Happily (N)ever after: An empirical examination of the termination of IJVs across emerging versus developed markets," Journal of Business Research, Elsevier, vol. 148(C), pages 390-404.
    2. Yeniyurt, Sengun & Carnovale, Steven, 2017. "Global supply network embeddedness and power: An analysis of international joint venture formations," International Business Review, Elsevier, vol. 26(2), pages 203-213.
    3. López-Duarte, Cristina & González-Loureiro, Miguel & Vidal-Suárez, Marta M. & González-Díaz, Belén, 2016. "International strategic alliances and national culture: Mapping the field and developing a research agenda," Journal of World Business, Elsevier, vol. 51(4), pages 511-524.
    4. Srivastava, Saurabh & Singh, Shiwangi & Dhir, Sanjay, 2020. "Culture and International business research: A review and research agenda," International Business Review, Elsevier, vol. 29(4).
    5. Messner, Wolfgang, 2024. "Exploring multilevel data with deep learning and XAI: The effect of personal-care advertising spending on subjective happiness," International Business Review, Elsevier, vol. 33(1).
    6. Chris Changwha Chung & Simon Shufeng Xiao & Jeoung Yul Lee & Jingoo Kang, 2016. "The Interplay of Top-down Institutional Pressures and Bottom-up Responses of Transition Economy Firms on FDI Entry Mode Choices," Management International Review, Springer, vol. 56(5), pages 699-732, October.
    7. Tower, Annette P. & Hewett, Kelly & Saboo, Alok, 2021. "Reexamining the tradeoff between value creation and value appropriation: The role of internal organizational resources vs. External strategic international alliances," Journal of Business Research, Elsevier, vol. 123(C), pages 302-312.
    8. Choi, Jeongho & Yeniyurt, Sengun, 2015. "Contingency distance factors and international research and development (R&D), marketing, and manufacturing alliance formations," International Business Review, Elsevier, vol. 24(6), pages 1061-1071.
    9. Anupama Phene & Stephen Tallman, 2014. "Knowledge Spillovers and Alliance Formation," Journal of Management Studies, Wiley Blackwell, vol. 51(7), pages 1058-1090, November.
    10. Barak S. Aharonson & Suleika Bort & Michael Woywode, 2020. "The Influence of Multinational Corporations on International Alliance Formation Behavior of Colocated Start-Ups," Organization Science, INFORMS, vol. 31(3), pages 770-795, May.
    11. Sean M. Handley & Corey M. Angst, 2015. "The impact of culture on the relationship between governance and opportunism in outsourcing relationships," Strategic Management Journal, Wiley Blackwell, vol. 36(9), pages 1412-1434, September.
    12. Ribuga Kang & Akbar Zaheer, 2018. "Determinants of alliance partner choice: Network distance, managerial incentives, and board monitoring," Strategic Management Journal, Wiley Blackwell, vol. 39(10), pages 2745-2769, October.
    13. Du, Shuili & Bstieler, Ludwig & Yalcinkaya, Goksel, 2022. "Sustainability-focused innovation in the business-to-business context: Antecedents and managerial implications," Journal of Business Research, Elsevier, vol. 138(C), pages 117-129.
    14. Lauring, Jakob & Selmer, Jan, 2012. "International language management and diversity climate in multicultural organizations," International Business Review, Elsevier, vol. 21(2), pages 156-166.

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