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Partner Selection in Emerging and Developed Market Contexts : Resource-Based and Organizational Learning Perspectives

Author

Listed:
  • Michael Hitt

    (Texas A&M University [College Station])

  • M. Tina Dacin

    (Texas A&M University [College Station])

  • Edward Levitas

    (University of Wisconsin - Milwaukee)

  • Jean-Luc Arregle

    (EDHEC - EDHEC Business School - UCL - Université catholique de Lille)

  • Anca Borza

    (UBB - Babes-Bolyai University [Cluj-Napoca])

Abstract

This study of the international partner selection of firms from emerging (Mexico, Poland, and Romania) and developed (Canada, France, and the United States) markets supports resource-based and organizational learning explanations of such partner selection, a critical factor for success with international strategic alliances. Emerging market firms emphasized financial assets, technical capabilities, intangible assets, and willingness to share expertise in selection of partners more than developed market firms. In contrast, developed market firms tried to leverage their resources through partner selection. In particular, they emphasized unique competencies and local market knowledge and access in their partner selection more than emerging market firms.

Suggested Citation

  • Michael Hitt & M. Tina Dacin & Edward Levitas & Jean-Luc Arregle & Anca Borza, 2000. "Partner Selection in Emerging and Developed Market Contexts : Resource-Based and Organizational Learning Perspectives," Post-Print hal-02276706, HAL.
    • Handle: RePEc:hal:journl:hal-02276706
    DOI: 10.5465/1556404
    Note: View the original document on HAL open archive server: https://hal.science/hal-02276706
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