IJV Partner Trustworthy Behaviour: The Role of Host Country Governance and Partner Selection Criteria

Roy, Jean-Paul

doi:10.1111/j.1467-6486.2011.01027.x

Cited by 35 publications

(45 citation statements)

References 79 publications

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“…Second, how does the host country's institutional environment interact with the role of a local firm's network position as a selection criterion? Recent research on partner selection has only begun to explore the role of institutional environments (Hitt et al., 2004; Roy, 2012; Roy and Oliver, 2009). While these studies tend to focus on cross ‐country institutional effects, the role of within ‐country institutional variation (or sub‐national institutional differences) has been largely ignored (as critiqued by Chabowski et al., 2010).…”

Section: Introductionmentioning

confidence: 99%

Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection

Shi

Sun

Peng³

2012

J Management Studies

262

194

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The differences in sub‐national institutions within large and complex emerging economies have been increasingly noted. Drawing on social network theory and the institution‐based view, we argue that two network structural attributes of domestic firms – centrality and structural holes – have distinctive values in different sub‐national regions where institutional contexts differ widely. In addition, these sub‐national institutional contingencies influence the attractiveness of different network attributes to foreign entrants seeking international joint venture (IJV) partners. Specifically, in regions where the degree of marketization is high, centrally positioned domestic firms are more likely to be selected by foreign entrants as IJV partners. In regions where the degree of marketization is low, domestic broker firms are more attractive IJV partners. Results from the electrical and information technology industries in 18 provinces in China largely support our hypotheses.

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Section: Introductionmentioning

confidence: 99%

Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection

Shi

Sun

Peng³

2012

J Management Studies

262

194

View full text Add to dashboard Cite

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“…First, network actors may share the same mental model because they have had similar experiences that led to this mental model (Prahalad & Bettis, 1986), e.g., because they are from the same industry. Second, our results suggest that partner selection based on intent criteria (Roy, 2012), such as intrinsic motivation, is crucial to create networks of like-minded actors. Selecting on intrinsic motivation may serve as a kind of proxy for sharing the same ideas about how innovation projects are to be governed and may explain why networks are relatively homogeneous in terms of mental models (Bridoux & Stoelhorst, 2014).…”

Section: Discussionmentioning

confidence: 99%

An activities-based approach to network management: An explorative study

Manser

Hillebrand

Woolthuis

et al. 2016

Industrial Marketing Management

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Research highlights There are three distinct modes of network management: basically coordinated, controloriented and reward-oriented  Basically coordinated networks can only be managed in a limited way  Reward-and control-oriented networks can be managed, but through very different AbstractOver the last few decades, the industrial marketing literature and the business network literature have promoted a holistic approach to marketing and provided a framework for understanding interorganizational networks. However, our understanding of how interorganizational networks govern themselves when developing innovations is still limited. Most network management literature does not focus on the activities employed by network actors and/or does not recognize that there may be different modes of network management. This study explores how, why and in which combination network management activities are employed in a network and in doing so proposes a new conceptualization of network management. Using primary and secondary data pertaining to eleven innovation projects, this study reveals how network management consists of combinations of (rather than individual) management activities undertaken to manage a network.This study identifies three distinct modes of network management: basically coordinated, control-oriented and reward-oriented. Moreover, this study proposes that network actors try to match the management mode to their prevailing mental model as well as the type of network (e.g. in terms of project innovativeness).

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“…As part of the reputation of the international partner, Roy (2012) looked at the trustworthy behavior, finding that partner benevolence is facilitated by relationship-oriented criteria, whereas partner competence is facilitated by task-oriented criteria, and underlining the importance of the host country governance. Cooperation based on self-commitment of the partners is relevant for successful alliances in the context of uncertainty, moreover, in a transition economy (Fink and Harms 2012).…”

Section: Selection Criteria By Alliance Functionmentioning

confidence: 99%

Functional and contextual dimensions of INVs’ alliance partner selection

2016

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Prior research on the selection of international alliance partners calls for investigation of the potential specificity of selection criteria for evaluating partners for alliances with different objectives or functions. The present study responds to this need and contributes to the development of the field of international entrepreneurship by examining the relation between the alliance function and the criteria chosen. We studied three alliance functions: R&D, production, and marketing. Second, for each alliance function, we analyzed the criteria selected within two contexts: developing countries and those that consider emerging markets in their partner choice set. Data were collected through semi-structured interviews with 25 executives from INVs in two major North American biotechnology clusters, representing 239 alliances. 65.7% of these were signed with international partners. Results indicate that, aside from compatibility/complementarity of resources (R&D and production alliances), all criteria used within a single function are unique to that function. Furthermore, these criteria differ somewhat when the potential partners considered by a firm include those from both emerging and developed markets, compared to firms that limit potential partners to those in developed markets contexts. Finally, the study reveals that respondent firms integrate country, industry, and market attractiveness factors with partner selection criteria for marketing alliances. This suggests that, for many firms, market choice and partner selection are not successive steps. The study's originality lies in its focus on the relationship between alliance function and partner selection criteria used by INVs as well as within different contexts.Keywords: partner selection, alliance, emerging markets, developed countries, biotechnology, selection criteria, alliance function French AbstractDes études précédentes portant sur la sélection des partenaires pour des alliances internationales soulèvent le besoin d'examiner la spécificité des critères de sélection dans l'évaluation des partenaires pour des fonctions différentes. Cet article répond à ce besoin et contribue au développement du domaine de l'entrepreneuriat international en analysant la relation entre l'objectif et les critères choisis pour trois types d'alliances : recherche et développement, production et marketing. Pour chaque fonction, les critères sont aussi analysés dans deux contextes : les entreprises qui limitent leurs partenaires à des pays développés et celles qui considèrent les pays en émergence. Des entrevues semi-structurées ont été réalisées auprès de 25 dirigeants de nouvelles entreprises internationales en biotechnologie de Montréal et de Boston, totalisant 239 alliances, dont 157 internationales. Les résultats indiquent que, mis à part la complémentarité et la compatibilité, tous les critères utilisés à l'intérieur d'une fonction lui sont spécifiques. Les critères peuvent diverger lorsque les partenaires potentiels proviennent de marchés émergents en plus de...

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IJV Partner Trustworthy Behaviour: The Role of Host Country Governance and Partner Selection Criteria

Cited by 35 publications

References 79 publications

Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection

Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection

An activities-based approach to network management: An explorative study

Functional and contextual dimensions of INVs’ alliance partner selection

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