The Control and Performance of Joint Ventures

Mantecon, Tomas; Song, Kyojik; Luo, Haowen

doi:10.2139/ssrn.2307706

Cited by 1 publication

(3 citation statements)

References 45 publications

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“…Other aspects that affect the studied relationships pointed out in the field's literature are control related issues, that is, how power relations are established within partnership and how this power struggle affects IJVs' performance (Mantecon, Song, & Luo, 2016;Shah, 2015).…”

Section: Internal Dimensionmentioning

confidence: 99%

“…Other studies focus the influence each partner has on the IJV's decisions and how this impacts on performance (Ali & Khalid, 2017;Ding, 1997;Mantecon et al, 2016). Ding (1997) shows that when a foreign partner controls the business's strategic decisions, the IJV has better performance.…”

Section: Internal Dimensionmentioning

confidence: 99%

“…Ding (1997) shows that when a foreign partner controls the business's strategic decisions, the IJV has better performance. Mantecon et al (2016) highlight the need for one of the partners having approval control over strategic decisions to avoid opportunistic behaviors. When control over strategic decisions is shared, partners can veto important decisions to protect personal interests at the expense of the IJV's needs (Mantecon et al, 2016), this improves the trust relationship, as a consequence, the performance (Ali & Khalid, 2017).…”

Section: Internal Dimensionmentioning

confidence: 99%

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Determinantes de desempenho em joint ventures internacionais brasileiras

Camelo

Forte

2021

ReA UFSM

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Purpose – Investigate the Joint Venture International performance determinants’ relevance at each point of their life cycle.Design/methodology/approach – Determinants already mapped in the literature were identified and grouped into three dimensions: internal, industrial and institutional. A questionnaire was developed and sent to academics and managers, which requested them to order the dimensions and determinants presented. Data was analyzed using Multi-Attribution Global Quality Inference (MAGIQ).Findings - Results show that the dimensions’ relevance varies according to the organization’s stage in its life cycle. The internal dimension has more influence on performance during the startup period than the industrial and institutional dimensions, but this position is reversed when the IJV becomes mature.Research limitations/implications (if applicable) – This study is based on specialists’ perceptions about IJV’s, so could be a gap between this perception and the facts that the organizational indicators can present.Practical implications – Understanding IJV’s performance determinants’ relevance at each point of their life cycle can help manage these variables to create more efficient actions in accordance to the company’s needs.Originality/value (mandatory) – this study frames performance determinants in the three proposed dimensions within strategic administration theories, ranks them and uses MAGIQ for data analysis.

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Section: Internal Dimensionmentioning

confidence: 99%