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The Exogamic Nature of Sino-Foreign Joint Ventures

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  • Dominique Jolly

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    Abstract

    The paper suggests that Sino-foreign joint ventures areexogamicpartnerships. Three hypotheses were formulated: (1) partners pool differentiated sets of idiosyncratic and non-substitutable resources into their joint ventures; (2) they establish cooperation to gain access to resources provided by their counterparts; (3) the younger the partnership, the less the partners contribute with idiosyncratic resources. A questionnaire investigation was conducted into 67 Sino-foreign joint ventures. The test for H1 clearly demonstrated that each partner pools very different resources into the joint venture. H2 was also clearly supported by the data collected. However, H3 was weakly supported. Copyright Springer Science + Business Media, Inc. 2005

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    Bibliographic Info

    Article provided by Springer in its journal Asia Pacific Journal of Management.

    Volume (Year): 22 (2005)
    Issue (Month): 3 (September)
    Pages: 285-306

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    Handle: RePEc:kap:asiapa:v:22:y:2005:i:3:p:285-306

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    Postal: P.O. Box 17, 3300 AA Dordrecht, the Netherlands
    Web page: http://www.springerlink.com/link.asp?id=106589

    Related research

    Keywords: inter-firm alliances; management of international JVs; resource-based strategies; learning through alliances; relatedness between allies profiles; Chinese business;

    References

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    1. De Meyer, Arnoud, 2001. "Technology transfer into China:: Preparing for a new era," European Management Journal, Elsevier, vol. 19(2), pages 140-144, April.
    2. Liu, Hong & Pak, Kelvin, 1999. "How important is marketing in China today to Sino-foreign joint ventures?," European Management Journal, Elsevier, vol. 17(5), pages 546-554, October.
    3. Osland, Gregory & Björkman, Ingmar, 1998. "MNC-host government interaction:: Government pressures on MNCS in China," European Management Journal, Elsevier, vol. 16(1), pages 91-100, February.
    4. Deng, Ping, 2001. "WFOEs: the most popular entry mode into China," Business Horizons, Elsevier, vol. 44(4), pages 63-72.
    5. Lu, Yadong, 1998. "Joint venture success in China: How should we select a good partner?," Journal of World Business, Elsevier, vol. 33(2), pages 145-166, July.
    6. Child, John & Yan, Yanni, 1999. "Investment and control in international joint ventures: the case of China," Journal of World Business, Elsevier, vol. 34(1), pages 3-15, April.
    7. Kotabe, Masaaki & Teegen, Hildy & Aulakh, Preet S. & Coutinho de Arruda, Maria Cecilia & Santill√°n-Salgado, Roberto J. & Greene, Walter, 2000. "Strategic alliances in emerging Latin America: a view from Brazilian, Chilean, and Mexican companies," Journal of World Business, Elsevier, vol. 35(2), pages 114-132, July.
    8. Bruun, Peter & Bennett, David, 2002. "Transfer of Technology to China: : A Scandinavian and European Perspective," European Management Journal, Elsevier, vol. 20(1), pages 98-106, February.
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    Cited by:
    1. Yue Wang & Stephen Nicholas, 2007. "The formation and evolution of non-equity strategic alliances in China," Asia Pacific Journal of Management, Springer, vol. 24(2), pages 131-150, June.
    2. Ng, Paul Wai-Kit & Lau, Chung-Ming & Nyaw, Mee-Kau, 2007. "The effect of trust on international joint venture performance in China," Journal of International Management, Elsevier, vol. 13(4), pages 430-448, December.
    3. Li Dong & Keith Glaister, 2007. "National and corporate culture differences in international strategic alliances: Perceptions of Chinese partners," Asia Pacific Journal of Management, Springer, vol. 24(2), pages 191-205, June.

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