Multiparty cooperation and performance in international equity joint ventures

By Yadong Luo, Seung-Ho Park. 2004

189 citations recorded by the source corpus.

Previous studies have examined the relationship between cooperation and performance in international equity joint ventures (EJVs), mostly at the partner level. This study revisits the issue at multiple levels, and considers vertical and horizontal cooperation among the foreign partners, the local partner, and the venture management team. The study also examines how goal incongruence between partners and market uncertainty affect the tripartite relationships between cooperation and performance. The test results show a strong positive impact of cooperation between partners on performance as perceived both by the partners and by the venture management team. One partner's cooperation with the venture management team is perceived favorably by that party but not necessarily by the other party unless both partners share the same goal. Market uncertainty requires stronger cooperation at all levels to improve performance in EJVs.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f80fcd2b1961d806d8cf14a9fdc7c957c07942d9

How researchers see this paper

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

In Accounting

1. Wu Zhan
2. Laura Rienda
3. Barbara Gray
4. Enrique Claver
5. Hong Ren
6. Kwangho Kim
7. Roger Chen
8. Diego Quer

In Strategy and Management

1. Wu Zhan
2. Laura Rienda
3. Barbara Gray
4. Enrique Claver
5. Hong Ren
6. Kwangho Kim
7. Roger Chen
8. Diego Quer

Citations in the corpus

• Performance of International Joint Ventures: What Factors Really Make a Difference and How? (2009, methodology): “…have been treated as an omnibus measure of IJV performance in a number of studies (Boateng & Glaister, 2002; Demirbag & Mirza, 2000; Isobe et al., 2000; Kwon, 2008; Li & Hambrick, 2005; Luo & Park, 2004; Nakos & Brouthers, 2008; Yeheskel, Zeira, Shenkar, & Newburry, 2001; Zhang & Li, 2001).”
• Business and management in China: A review of empirical research in leading international journals (2007, background): “Partner cooperation was positively associated with performance and greater market uncertainty required greater cooperation between all parties: local partner, foreign partner, and IJV management (Luo & Park, 2004).”
• Synthesizing and Extending Resource Dependence Theory (2013, unknown): “But while autonomy is also a mediating variable linking arrangement formation to organizational performance (cf. Keil, Maula, Schildt, & Zahra, 2008; luo & Park, 2004; Vermeulen & Barkema, 2001), legitimacy is not.”
• Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities (2013, result): “These items covered diverse concerns of an IJV’s local and foreign partners to evaluate IJV performance and were consistent with the way many previous studies measured IJV performance in emerging economies (e.g., Beamish & Banks, 1987; Luo & Park, 2004 ).”