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Evidence on Value Creation in the Financial Services Industries through the Use of Joint Ventures and Strategic Alliances

Author

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  • Kimberly C. Gleason
  • Ike Mathur
  • Roy A. Wiggins, III

Abstract

While an extensive body of literature has examined merger, acquisition, and consolidation activity in commercial banks and other financial services firms, little attention has been paid to examining how these institutions use the cooperative activities of joint ventures and strategic alliances to accomplish their growth objectives. We analyze the effects of the use of joint ventures and strategic alliances by a sample of firms in the banking, investment services, and insurance industries. Our results show that commercial banks, investment services firms, and insurance companies experience significant abnormal returns of 0.66% on average when they announce their participation in a joint venture or strategic alliance. These abnormal returns are significantly positive across the four strategic motives of domestic, international, horizontal, and diversifying cooperative activities. Using a matched sample, we also show that our sample firms enjoy significant, positive, abnormal returns for holding periods of six, 12, and 18 months after the announcement of the cooperative activity. Copyright 2003 by the Eastern Finance Association.

Suggested Citation

  • Kimberly C. Gleason & Ike Mathur & Roy A. Wiggins, III, 2003. "Evidence on Value Creation in the Financial Services Industries through the Use of Joint Ventures and Strategic Alliances," The Financial Review, Eastern Finance Association, vol. 38(2), pages 213-234, May.
  • Handle: RePEc:bla:finrev:v:38:y:2003:i:2:p:213-234
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    Citations

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    Cited by:

    1. Ojah, Kalu, 2007. "Costs, valuation, and long-term operating effects of global strategic alliances," Review of Financial Economics, Elsevier, vol. 16(1), pages 69-90.
    2. Chiou, Ingyu & White, Lawrence J., 2005. "Measuring the value of strategic alliances in the wake of a financial implosion: Evidence from Japan's financial services sector," Journal of Banking & Finance, Elsevier, vol. 29(10), pages 2455-2473, October.
    3. Amici, Alessandra & Fiordelisi, Franco & Masala, Francesco & Ricci, Ornella & Sist, Federica, 2013. "Value creation in banking through strategic alliances and joint ventures," Journal of Banking & Finance, Elsevier, vol. 37(5), pages 1386-1396.
    4. Chen, Jun & King, Tao-Hsien Dolly & Wen, Min-Ming, 2015. "Do joint ventures and strategic alliances create value for bondholders?," Journal of Banking & Finance, Elsevier, vol. 58(C), pages 247-267.
    5. Mantecon, Tomas & Liu, Ian & Gao, Fei, 2012. "Empirical evidence of the value of monitoring in joint ownership," Journal of Banking & Finance, Elsevier, vol. 36(4), pages 1045-1056.
    6. repec:eee:touman:v:59:y:2017:i:c:p:363-375 is not listed on IDEAS
    7. Marciukaityte, Dalia & Roskelley, Kenneth & Wang, Hua, 2009. "Strategic alliances by financial services firms," Journal of Business Research, Elsevier, vol. 62(11), pages 1193-1199, November.
    8. Brooke, Jesse & Oliver, Barry, 2005. "The source of abnormal returns from strategic alliance announcements," Pacific-Basin Finance Journal, Elsevier, vol. 13(2), pages 145-161, March.
    9. Fiordelisi, Franco & Soana, Maria-Gaia & Schwizer, Paola, 2013. "The determinants of reputational risk in the banking sector," Journal of Banking & Finance, Elsevier, vol. 37(5), pages 1359-1371.
    10. repec:eee:jebusi:v:95:y:2018:i:c:p:141-163 is not listed on IDEAS

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