Performance of international joint ventures from developing and developed countries: An empirical study in a developing country context

Sim, Ah Ba

doi:10.1016/s1090-9516(98)90022-0

Cited by 18 publications

(30 citation statements)

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“…Typical subjective measures include informant ratings of performance and subjective satisfaction with the alliance partner. For example, Sim and Ali (1998) found higher success ratings with past joint venture experience and greater cooperation. Saxton (1997) found that perceptions of initial and overall relationship satisfaction increased with higher partner reputation for management quality; with greater shared strategic decision making; and with greater strategic fit or similarities between the partners.…”

Section: Survival and Terminationmentioning

confidence: 99%

Strategic alliances and models of collaboration

Todeva

Knoke

2005

Management Decision

428

339

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Purpose of this paperThe purpose of this paper is to engage in a comprehensive review of the research on strategic alliances in the last decade. Design/methodology/approachAfter presenting a typology of diverse alliance governance forms, we review recent analyses of alliance formation, implementation management, and performance outcomes of collaborative activities. FindingsStrategic alliances developed and propagated as formalized interorganizational relationships. These cooperative arrangements represent new organizational formation that seeks to achieve organizational objectives better through collaboration than through competition. Practical implications (if applicable)The paper provides future research directions on partner selection, networks patterns and processes, understanding the integration in alliances through fusion, fission, and how to manage developmental dynamics.What is original/value of paper We conclude with some future directions for theory construction and empirical research.

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Section: Survival and Terminationmentioning

confidence: 99%

Strategic alliances and models of collaboration

Todeva

Knoke

2005

Management Decision

428

339

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“…Para tanto, consideram mais fácil utilizar um parceiro e ponderam, como variáveis influenciadoras: (i) a escolha do parceiro certo; (ii) a complementariedade de recursos; (iii) custo; (iv) atratividade do mercado; e, (v) risco. Vale salientar que a escolha do parceiro certo e a complementariedade de recursos não foram destacadas na fundamentação teórica, embora a literatura indique que esta é essencial para o sucesso e para o aumento de recursos e competências totais da joint venture (Das & Teng, 1998;Sim & Ali, 1998), ao passo que aquela é importante no que tange ao conhecimento sobre o mercado que a empresa pretende se inserir (Blodgett, 1991).…”

Section: Variáveis Influenciadoras Na Escolha Pela Joint Ventureunclassified

As Variáveis Relacionadas à Escolha do Modo de Entrada em Mercados Internacionais

Steinbruch

Soares

Nunes

et al. 2016

RORAIMA MANAGEMENT REVIEW

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O objetivo do presente trabalho é analisar as variáveis relacionadas à escolha do modo de entrada em mercados internacionais feita por executivos de empresas brasileiras do setor eletroeletrônico. Para tanto, foi realizado um estudo qualitativo de natureza exploratória. Mais especificamente, foram coletadas entrevistas com nove executivos de empresas, que vivenciaram processos de internacionalização e de escolha de modos de entrada, e com cinco especialistas sobre o tema. Os dados, tratados através da técnica de análise de conteúdo temática, permitiram constatar que as variáveis consideradas pelos executivos brasileiros durante a decisão do modo de entrada são as seguintes: (i) custo; (ii) controle; (iii) risco; (iv) distância cultural; (v) distância geográfica; (vi) velocidade de internacionalização e tempo total de viagem; (vii) experiência multinacional da firma; (viii) atratividade do mercado; (ix) incentivos de entidades brasileiras; (x) escolha do parceiro certo; e, (xi) retorno da operação. Ainda, com base nos dados obtidos, foi possível observar que o modo de entrada mais utilizado pelas empresas entrevistadas do setor eletroeletrônico é a exportação, enquanto que as franquias não despertam o interesse dos executivos.

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“…A foreign multinational typically lacks the local market knowledge that a local firm has, and therefore these proprietary assets must be strong for the multinational to compete successfully. In many cases the multinational will form a joint venture with a local firm for this reason, and there exists a literature on the structuring and performance of such international joint ventures (e.g., Beamish, 1987;Lee and Beamish, 1995;Luo, 1998;Sim and Ali, 1998) Yet emerging markets multinationals (multinationals from emerging countries like Chile) do not easily fit in this scheme. Firms in developing countries are not known for having the most innovative technology, superior human capital, or world-recognized brands, and are typically characterized by a shortage of financial capital.…”

Section: Literature Reviewmentioning

confidence: 99%

Regional competitive advantage based on pioneering economic reforms: the case of Chilean FDI

2007

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Foreign affiliates of Chilean companies operating in Latin America were more profitable than similar local firms, but this difference in profitability has been decreasing over time. Two case studies of Chilean multinationals illustrate our hypothesis that one source of competitive advantage for Chilean firms was their know-how of business strategy during economic liberalization. Using empirical and theoretical considerations, we analyze whether this hypothesis is valid for other firms and industries. Journal of International Business Studies (2007) 38, 901–927. doi:10.1057/palgrave.jibs.8400299

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Performance of international joint ventures from developing and developed countries: An empirical study in a developing country context

Cited by 18 publications

References 0 publications

Strategic alliances and models of collaboration

Strategic alliances and models of collaboration

As Variáveis Relacionadas à Escolha do Modo de Entrada em Mercados Internacionais

Regional competitive advantage based on pioneering economic reforms: the case of Chilean FDI

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