Partner Selection and Trust Building in West European–Russian Joint Ventures

Ariño, Africa; Abramov, M.V.; Скоробогатых, Ирина; Rykounina, Irina; Vila, J. A. Romagosa

doi:10.1080/00208825.1997.11656700

Cited by 68 publications

(41 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“… Firms' past performance . A local firm's past performance is an indicator of its ability to make financial contributions to an IJV (Ariño et al., 1997). We measured this variable as the averaged return on assets during the previous year. Firms' innovation capability .…”

Section: Methodsmentioning

confidence: 99%

“…(2012) argued that in emerging economies such as China, industries differ widely by their structure imperfections and government support. CEO overseas experience and (9) Education . One of the key characteristics foreign partners search for is a potential local partner's professionalism (Ariño et al., 1997). Local firm CEOs who have a Western mentality and are familiar with Western‐style managerial skills are more likely to be preferred by foreign partners (Liu et al., 2010).…”

Section: Methodsmentioning

confidence: 99%

See 1 more Smart Citation

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

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.

show abstract

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

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

show abstract

“…In an IJV situation, the firm not only has to achieve internal agreement on the motives and purposes, it also has to make an intelligent assessment of the potential partner's intent and capabilities. Selecting the right partner is, therefore, critical to the establishment of a successful IJV (Arino et al 1997;Buono 1997;Cavusgil and Evirgin 1997;Geringer 1991;Glaister and Buckley 1997;Harrigan 1985;Killing 1983;Luo 2002;Tatoglu 2000).…”

Section: Partner Selectionmentioning

confidence: 99%

Impact of culture on ‘partner selection criteria’ in East Asian international joint ventures

Zutshi

Tan

2008

Int Entrep Manag J

View full text Add to dashboard Cite

Selecting the right partner is important for the success of alliances and joint ventures. For international joint ventures (IJVs) from diverse cultures the partner selection process can become complicated. Prior studies have investigated the alliances and joint ventures to develop a set of objective criteria for evaluating potential partners. This paper reports the study of IJVs formed by Singapore firms in Peoples Republic of China and India. The intent was to develop a methodology for identifying partner selection criteria in a cross-cultural setting. The findings reveal that the partner selection process follows a different logic in Confucian societies. Trust has been established to be essential for developing enduring co-operative relationships. The paper explores the concept of trust in relation to commitment and control in the context of the Confucian culture. We discover that trust is critical to partner selection. Cultural differences do not significantly alter the partner selection criteria for Singapore firms. Results support the view that while Chinese may depend on networks for social solidarity, social trust does extends beyond the family and is necessary for harmonious and successful joint ventures.

show abstract

“…In general, studies of this type suggest a set of success factors that considerably influence the performance of the dyadic relationship. For instance, trust and commitment are essential to make strategic alliances succeed (Morgan and Hunt, 1994;Aulakh et al, 1996;Arino et al, 1997Arino et al, , 2001Holm et al, 1999;Dyer and Chu, 2000). Although contributive to our understanding of the complexity involved in managing alliances, these studies concentrate on dyadic issues, which tend to be case-specific and remain anecdotal (see e.g.…”

Section: Discussionmentioning

confidence: 99%

Developing Alliance Capabilities

Heimeriks¹

2008

View full text Add to dashboard Cite

Partner Selection and Trust Building in West European–Russian Joint Ventures

Cited by 68 publications

References 11 publications

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

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

Impact of culture on ‘partner selection criteria’ in East Asian international joint ventures

Developing Alliance Capabilities

Contact Info

Product

Resources

About