A theory of joint venture instability under inter-partner learning

Kabiraj, Tarun; Sengupta, Sarbajit

doi:10.1016/j.ribaf.2018.04.008

Cited by 7 publications

(7 citation statements)

References 40 publications

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“…Therefore, foreign firms do not have sufficient insights on exactly how much ownership they should take because different levels of ownership in an IJV require different amounts of resources (Kabiraj & Sengupta, 2018;Nisar et al, 2018). Different levels of ownership may further bring foreign firms with different power over the IJVs and affect their cooperation with local partners (Boubakri et al, 2016).…”

Section: Intangible Assets and Foreign Ownershipmentioning

confidence: 99%

“…Combination with local ownership can help foreign firms get adapted to the local market, access local resources and funding (Ryu, McCann, & Reuer, 2018;Toh & Jia, 2021;Zhang et al, 2007). Local partners can further receive advanced knowledge through IJVs and upgrade their technology becoming capable cooperators of foreign firms (He, Gan, & Xiao, 2021;Kabiraj & Sengupta, 2018). However, some scholars contend that through such frequent interactions with local partners, foreign firms may leak the core knowledge within their intangible assets (Inkpen, Minbaeva, & Tsang, 2019;Sun, Hong, Ma, & Wang, 2017).…”

Section: Intangible Assets and Foreign Ownershipmentioning

confidence: 99%

“…A suitable ownership structure may help foreign firms overcome knowledge leakage because increased ownership offers foreign firms more authority, control, and decision-making power over the IJVs (Agnihotri & Bhattacharya, 2019;Ryu et al, 2018). It further helps foreign firms monitor and safeguard their crucial assets, such as research and development resources (Kabiraj & Sengupta, 2018;Zhang et al, 2007). However, the empirical findings on the relationship between intangible assets and foreign ownership are mixed (Chang et al, 2013;Claver & Quer, 2005;Sanchez-Peinado & Pla-Barber, 2006).…”

Section: Intangible Assets and Foreign Ownershipmentioning

confidence: 99%

“…Because some degree of localization of products and services is required, MNEs generally establish international joint ventures (IJVs) to involve local partners (Kabiraj & Sengupta, 2018). Traditional international business theories predict that such localization creates positive knowledge spillovers for local firms [see Perri and Peruffo (2016)].…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Intangible assets and foreign ownership in international joint ventures: The moderating role of related and unrelated industrial agglomeration

Guo

Ning

2022

Research in International Business and Finance

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Section: Intangible Assets and Foreign Ownershipmentioning

confidence: 99%

Section: Intangible Assets and Foreign Ownershipmentioning

confidence: 99%

Section: Intangible Assets and Foreign Ownershipmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Intangible assets and foreign ownership in international joint ventures: The moderating role of related and unrelated industrial agglomeration

Guo

Ning

2022

Research in International Business and Finance

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“…The main undertakings can combine their identical activities through the joint venture, thus reducing their costs (Kabiraj and Sengupta, 2018;O'Dwyer and Gilmore, 2018) and gaining synergies (Chen et al, 2015). Especially in sectors with high research and development costs, undertakings' carrying out their activities together rather than individually can lead to more effective results (Kayıhan, 2003).…”

Section: Joint Productionmentioning

confidence: 99%

Effects of Joint Production on Production Costs: Brick Factory Sample

Temel

Ertaş

2020

Muhasebe Ve Vergi Uygulamaları Dergisi

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Akio Morita, president of Sony emphasized the necessity of joint production with his remarks "No company is an island. In a world where companies are in need of each other should consider ways to work with other firms, if they want to compete in the global market." In the national and international markets, companies that are party to the competition have joint ventures under different names in order to enter different markets, gain cost advantage, share risk and create synergy. One of common types of joint ventures is joint production. Joint production is the production of one or few production processes in an establishment set up in joint with the competitors in the sector in order to reduce production costs. Since competitors carry out one or a few production processes jointly, joint production provides more reduction in production costs in comparison to individualized production costs, and this cost-reducing advantage should have a positive effect on any establishments. Our paper is aimed at examining the feasibility of joint production in brick factories to cut down on production costs and its effect on production costs of Erbaa brick factories in particular. Production processes in brick factories take place in four stages: raw material preparation, pressing, drying and baking. Results of the interviews with factory managers and technical staff, it was found that they could use the advantage of joint production in the raw material preparation stage. For the research, the production costs of the brick factory with 300 tones of tillage capacity per day and the raw material preparation plant with the tillage capacity of 3200 tons per day which can be used by 15 brick factories at different capacity levels were examined. As a result of the research, it is determined that production cost is 6.95 TRY/ ton in case of raw material preparation in individualized factory and production cost is 4.51 TRY / ton in case of joint production.

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