The Effect of National Culture, Organizational Complementarity, and Economic Motivation on Joint Venture Dissolution.

From hybrids to hierarchies: shareholder wealth effects of joint venture partner buyouts

“…Subsequent studies reported that national cultural differences increased the likelihood of termination (Barkema et al, 1996;. Park and his colleagues noted that the likelihood of failure was higher for JVs between direct competitors, and the threat of opportunism was more important than organizational variables in contributing to JV dissolution (Park and Russo, 1996;Park and Ungson, 1997).…”

“…For instance, international management and strategy scholars have investigated JV instability based on the notion that JV longevity is indicative of collaborative success and JV termination reflects failure by the parent firms or the venture itself (e.g., Barkema, Bell, and Pennings, 1996;Killing, 1983;Li, 1995;Park and Russo, 1996;Park and Ungson, 1997;Parkhe, 1991;Pennings, Barkema, and Douma, 1994;Spekman et al, 1996). Such work has provided important insights into the many organizational and competitive challenges of collaboration, yet it does not directly address the issue of the effectiveness of a collaborative strategy from a parent firm viewpoint.…”

Two Decades of Research on Strategic Alliances: Analysis of Citations, Co-citations and Themes Researched

“…For instance, research has taken multiple lenses and contexts, including the process of alliancing (Doz, Olk, & Ring, 2000;Ring & Van de Ven, 1994), the transaction costs involved in an alliance (Parkhe, 1993a), or the management costs involved (Harrigan, 1986;Killing, 1983), characteristics of alliances (Borys & Jemison, 1989), complexity (Killing, 1988), partner selection (Hamel, Doz, & Prahalad, 1989;Li & Ferreira, 2008;Ring & Van de Ven, 1994;Shah & Swaminathan, 2008), performance and value creation of alliances (Das & Teng, 1998;Kogut, 1988;Parkhe, 1993a) and longevity (Park & Ungson, 1997). To make sense of the extant research, which has presumably reached some plateaux of maturity, it is useful to scrutinize the existing research and assess the stock of knowledge generated by the community.…”

Value Creation on Bilateral Cross‐Border Joint Ventures: Evidence from India

“…In developed nation studies, CBJVs with one dominant parent outperformed those with shared management, and the relationship between power and performance was U-shaped (Killing, 1983;Park and Gerardo, 1997). In contrast, in a developing nation context, dominant control by foreign fi rms was negatively related to performance (Beamish, 1993).…”