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More than two are a crowd. Different paths to effectiveness in dyadic and multi-party joint ventures

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Author Info

  • Garcia-Canal, Esteban

    (Universidad de Oviedo)

  • Valdes, Ana

    (Universidad de Oviedo)

  • Ariño, Africa

    ()
    (IESE Business School)

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    Abstract

    Using data from 87 joint venture (JV) experiences, we compared the effectiveness of dyadic and multi-party JVs. We show that dyadic JVs are more effective than multi-party ones, and that the conditions resulting in an enhanced effectiveness differ for the two groups: while relational embeddedness significantly influences the effectiveness of dyadic JVs, monitoring mechanisms are pivotal in the case of multi-party JVs.

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    Bibliographic Info

    Paper provided by IESE Business School in its series IESE Research Papers with number D/385.

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    Length: 21 pages
    Date of creation: 10 Apr 1999
    Date of revision:
    Handle: RePEc:ebg:iesewp:d-0385

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    Postal: IESE Business School, Av Pearson 21, 08034 Barcelona, SPAIN
    Web page: http://www.iese.edu/
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    Related research

    Keywords: joint venture;

    References

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    1. Armen A. Alchian & Harold Demsetz, 1971. "Production, Information Costs and Economic Organizations," UCLA Economics Working Papers 10A, UCLA Department of Economics.
    2. Kogut, Bruce, 1989. "The Stability of Joint Ventures: Reciprocity and Competitive Rivalry," Journal of Industrial Economics, Wiley Blackwell, vol. 38(2), pages 183-98, December.
    3. Seung Ho Park & Michael V. Russo, 1996. "When Competition Eclipses Cooperation: An Event History Analysis of Joint Venture Failure," Management Science, INFORMS, vol. 42(6), pages 875-890, June.
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