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

By Jeffrey J. Reuer. 2001

110 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/662186eb4590f0df721ff7d9d5d69bfc0f8d5f5b

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Citations in the corpus

A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework (2006, background): “and Peng, 1999), local responsiveness (Luo, 2001b), subsidiary return on assets (Luo and Park, 2001), the payoffs from JV partner buyouts (Reuer, 2001), IJV sales (Luo, 2002), and the likelihood of success of foreign-owned affiliates in the US (Li and Guisinger, 1991) all decreased.”
Real Options in International Joint Ventures (2005, background): “Related research has studied the parent firm valuation effects of JV termination based on the argument from real options theory that JV termination can be value enhancing rather than indicating collaborative failure, as has been commonly assumed (e.g., Reuer, 2001).”
The danger of misinterpreting short-window event study findings in strategic management research: an empirical illustration using horizontal acquisitions (2008, background): “…Brief description of Window(s) beginning primary event studied and end relative to event Narayanan et al. Qualitative R&D information 1 to 0 (2000) Reuer (2001) Joint venture partner buyout 2 to 2 Capron and Resource transfers in 20 to 1 Pistre (2002) horizontal acquisitions Hayward (2002)…”
Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms (2008, background): “A firm's advertising investments are highly related to its marketing know-how (Reuer 2001) and its ability to build and differentiate brands (Langlois 2003).”
National Animosity and Cross-Border Alliances (2013, background): “While wholly owned subsidiaries or acquisitions represent more credible commitments, firms would shy away from them in favor of alliances and equity alliances as a way to mitigate the risk of full ownership and control (Reuer, 2001).”
Contractual Renegotiations in Strategic Alliances (2002, background): “Although the most recent research on alliances has begun to attend to their dynamics, this work has primarily focused on the termination stage of inter-firm collaboration rather than on the developmental paths and incremental governance changes that alliances experience (Reuer, 2001).”
Post-formation dynamics in strategic alliances (2002, background): “While such initial alliance design choices can be expected to have an enduring impact on the partnership, governance decisions also take place after parent firms have formed the alliance (e.g., Reuer, 2001 ).”
Collaboration and innovation: a review of the effects of mergers, acquisitions and alliances on innovation (2005, background): “…and Schakenraad (1994) Link (1988) Irwin and Klenow (1996) National Science Foundation (1989) as quoted in Hall (1990) Koh and Venkatraman (1991) Reuer (2001) Lane and Lubatkin (1998) Link et al. (1996) Mitchell and Singh (1992) Mowery et al. (2001) Mowery et al. (1996) Powell et al. (1996)…”
Doing the right thing and knowing the right thing to do: why the whole is greater than the sum of the parts (2003, background): “Governance research in strategy has also focused on the design of appropriate governance structures for joint ventures (Reuer, 2001; Reuer & Miller, 1997), and on explaining inter-firm heterogeneity in performance as a function of inter-firm heterogeneity in ownership structure (Filatotchev &…”