Determinants and performance impact of asymmetric governance structures in international joint ventures: an empirical investigation

Lee, Ji-Ren; Chen, Weiru; Kao, Charng

doi:10.1016/s0148-2963(02)00469-1

Cited by 44 publications

(28 citation statements)

References 44 publications

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“…This finding is counter to traditional transaction-cost Strategic Alliance Outcomeseconomics logic. Notably, several TCE-based studies of alliances have recently found that equity control was not associated with managerial control and/or opportunism (Lee, Chen and Kao, 2003;Mjoen and Tallman, 1997;Reuer and Arino, 2002). Coupled with our findings, this suggests that equity investments may have a more complex relationship with opportunistic behavior and alliance outcomes than previous TCE literature has suggested.…”

Section: Discussionsupporting

confidence: 76%

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Judge

Dooley

2005

British J of Management

140

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[Dooley] Empirical research on strategic alliances has been limited because previous studies examined alliance outcomes, and the factors associated with them, from a single partner in a manufacturing alliance. Furthermore, many of these studies have been done from a transaction cost perspective and researchers have inferred opportunistic behavior, rather than directly measuring it and observing its actual relationship with alliance performance. Building on previous transaction cost theory and research, this study seeks to address these gaps by analyzing factors associated with both opportunistic behavior and alliance performance within a major service sector, namely the US healthcare industry. After controlling for asset specificity and alliance age, we found that partner trustworthiness and contractual safeguards were negatively related to opportunistic behavior. Furthermore, opportunistic behavior was negatively related to alliance performance, as hypothesized. Interestingly, mutual equity investments were found to be unrelated to opportunistic behavior, counter to transaction-cost logic. These findings refine and extend the transaction-cost economics perspective regarding our understanding of strategic alliance behavior and outcomes, and offer executives in service-based industries some practical ideas for assuring favorable strategic alliance outcomes.

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Section: Discussionsupporting

confidence: 76%

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Judge

Dooley

2005

British J of Management

140

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“…Governance structure and its effects/performance Lee, Chen, and Kao (2003) Determinants and performance impact of asymmetric governance structures enhancing alliance performance and whether these two governance structures substitute or complement each other. Third, we investigate whether and how environmental uncertainty affects the relationship between governance structure and performance.…”

Section: Analysis Relevant Findingsmentioning

confidence: 99%

Enhancing alliance performance: The effects of contractual-based versus relational-based governance

Lee

Çavuşgil

2006

Journal of Business Research

290

203

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“…However, as more than two idiosyncratic entities (i.e., MNCs and local firms) jointly participate in ICFs, an important aspect to the management of the formation is closely associated with a question, how control is attained and maintained by partner firms (Yan and Gray, 2001). The initial arrangement of control is perhaps the result of dynamic negotiations between them (Lee et al, 2003), and the distribution of control may rest on various determinants. Several studies endeavoured to uncover critical factors in determining the level of foreign equity ownership 2 , but failed to reach mutual consensus by diagnosing them differently.…”

Section: A Potential Destination Of the Journal: Performance And Controlmentioning

confidence: 99%

The future journey of International Journal of Multinational Corporation Strategy

Park

2016

IJMCS

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Abstract:The explanations provided in this paper constitute the aim of International Journal of Multinational Corporation Strategy (IJMCS), the journal's field of specialisation and potential themes/topics falling under the purview of IJMCS. First of all, the journals that IJMCS will compete with are Global Strategy Journal and Long Range Planning, and that is the primary aim of the journal. The reason for setting forth this goal is because the battlefield of all those journals, including IJMCS, is the global strategy domain, but IJMCS is somewhat different in that it tries to establish itself in niche territory by purely focusing on multinational corporation (MNC) strategy and strategy through foreign direct investment. Thus, as can be seen in the journal title, any themes/topics, which are associated with MNC strategy, will be issues that the journal wants to cover.

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Determinants and performance impact of asymmetric governance structures in international joint ventures: an empirical investigation

Cited by 44 publications

References 44 publications

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Strategic Alliance Outcomes: a Transaction‐Cost Economics Perspective

Enhancing alliance performance: The effects of contractual-based versus relational-based governance

The future journey of International Journal of Multinational Corporation Strategy

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