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The Wealth Effect of Japanese‐US Strategic Alliances

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  • Shao‐Chi Chang
  • Sheng‐Syan Chen
  • Jung‐Ho Lai

Abstract

We investigate the wealth impact for Japanese and US firms that announce nonequity strategic alliances. We find that on average, both Japanese and US shareholders benefit from the formation of international alliances. We also find that shareholders earn larger abnormal returns in these alliances when the partnering firms are relatively small in size, have higher growth opportunities, or are less profitable. We show that both Japanese and US partnering firms display significant improvements in operating performance over the three‐year period subsequent to the formation of international alliances.

Suggested Citation

  • Shao‐Chi Chang & Sheng‐Syan Chen & Jung‐Ho Lai, 2008. "The Wealth Effect of Japanese‐US Strategic Alliances," Financial Management, Financial Management Association International, vol. 37(2), pages 271-301, June.
    • Handle: RePEc:bla:finmgt:v:37:y:2008:i:2:p:271-301
    DOI: 10.1111/j.1755-053X.2008.00013.x
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    Cited by:

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    2. Owen, Sian & Yawson, Alfred, 2015. "R&D intensity, cross-border strategic alliances, and valuation effects," Journal of International Financial Markets, Institutions and Money, Elsevier, vol. 35(C), pages 1-17.
    3. Lai, Jung-Ho & Chen, Li-Yu & Song, Sangcheol, 2019. "How outside directors’ human and social capital create value for corporate international investments," Journal of World Business, Elsevier, vol. 54(2), pages 93-106.
    4. Fang, Yiwei & Francis, Bill & Hasan, Iftekhar & Wang, Haizhi, 2012. "Product market relationships and cost of bank loans: Evidence from strategic alliances," Journal of Empirical Finance, Elsevier, vol. 19(5), pages 653-674.
    5. Aguir, Iness & Misra, Lalatendu, 2017. "Ownership level choice and value creation in international joint ventures: The role of investor protection," International Review of Economics & Finance, Elsevier, vol. 49(C), pages 515-535.

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