How do international joint ventures create shareholder value

By Hemant Merchant, D. Schendel. 2000

280 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f1beceb7d83d19dd6f7703a09ed5378326dd16ca

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Strategy and Management

Citations in the corpus

Experience effects and collaborative returns in R&D alliances (2005, background): “Both Anand and Khanna (2000a) and Merchant and Schendel (2000) use event study analysis to examine whether prior experience leads to abnormal stock price returns on alliance announcement.”
Shareholder returns and the exploration–exploitation dilemma: R&D announcements by biotechnology firms (2007, background): “There is a considerable body of evidence in the literature to indicate that the announcement of the formation of a strategic alliance can result in positive abnormal returns (Das et al., 1998; McConnell and Nantell, 1985; Merchant and Schendel, 2000; Xu, 2006).”
Internationalization and performance of small- and medium-sized enterprises (2008, background): “Prior research has found that the performance of foreign ventures is lower in challenging environments (Beamish, 1985; Merchant & Schendel, 2000).”
The Performance Implications of Timing of Entry and Involvement in Multipartner Alliances (2007, unknown): “…download or email articles for individual use only. liance networks and studied value appropriation in dyadic alliances (Gulati & Wang, 2003; Khanna, Gulati, & Nohria, 1998; Merchant & Schendel, 2000), yet performance implications in multipartner alliances have remained largely underresearched.”
Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms (2010, background): “This aggregation is undertaken to account for the capital markets’ reaction to announcements that may have been made after trading hours (Merchant & Schendel, 2000), and to account for any information leakage prior to the official announcement of the event.”
A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework (2006, background): “…alliance performance (Glaister and Buckley, 1999), firm performance (Gomez-Mejia and Palich, 1997), amount of FDI (Habib and Zurawicki, 2002), or abnormal return as a result of US international JV (IJV) announcement (Merchant and Schendel, 2000) or after FDIs are made (Kallunki et al., 2001).”
Alliance capability, stock market response, and long‐term alliance success: the role of the alliance function (2002, unknown): “Several recent studies have relied on this methodology to assess alliance-related performance (Anand and Khanna, 2000; Merchant and Schendel, 2000; Koh and Venkatraman, 1991).”
Synthesizing and Extending Resource Dependence Theory (2013, unknown): “…first, we control for organization size, as larger organizations are likely to be more frequently involved in interorganizational arrangements and may be able to create and appropriate more value through economies of scale and market power (Agardi & Bauer, 2008; Merchant & Schendel, 2000).”
The effect of alliance experience and intellectual capital on the value creation of international strategic alliances (2008, background): “1 Please see Barkema and Vermeulen [35], Anand and Khanna [16], Gupta and Misra [36] and Merchant and Schendel [37].”