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The Value Of Experiential Learning By Organizations: Evidence From International Joint Ventures

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  • Atul Gupta
  • Lalatendu Misra

Abstract

We use a sample of international joint venture announcements to test the hypothesis that organizations learn from experience, such that prior learning enhances the value of later ventures. We find that experience with ventures in the same foreign location, as well as experience with international joint ventures in general, is valued by the market. In contrast, experience in the same type of joint venture activity does not add any incremental value. These findings suggest the market recognizes and values some, although not all, forms of organizational learning.

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  • Atul Gupta & Lalatendu Misra, 2000. "The Value Of Experiential Learning By Organizations: Evidence From International Joint Ventures," Journal of Financial Research, Southern Finance Association;Southwestern Finance Association, vol. 23(1), pages 77-102, March.
    • Handle: RePEc:bla:jfnres:v:23:y:2000:i:1:p:77-102
    DOI: 10.1111/j.1475-6803.2000.tb00811.x
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    Cited by:

    1. Chang, Shao-Chi & Chen, Sheng-Syan & Lai, Jung-Ho, 2008. "The effect of alliance experience and intellectual capital on the value creation of international strategic alliances," Omega, Elsevier, vol. 36(2), pages 298-316, April.
    2. Rafał Drewniak & Robert Karaszewski, 2020. "Diffusion of knowledge in strategic alliance: empirical evidence," International Entrepreneurship and Management Journal, Springer, vol. 16(2), pages 387-416, June.
    3. Ma, Yulong & Sun, Huey-Lian & Tang, Alex P., 2003. "The stock return effect of political risk event on foreign joint ventures: evidence from the Tiananmen Square Incident," Global Finance Journal, Elsevier, vol. 14(1), pages 49-64, May.
    4. Chang, Shao-Chi & Huang, Ping-Chang, 2002. "Corporate multinationalism, organizational learning, and market reaction to international joint ventures: Evidence from Taiwan," Global Finance Journal, Elsevier, vol. 13(2), pages 181-194.
    5. 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.
    6. Cunha, P.A.M.F.V., 2005. "The value of cooperation : Studies on the performance outcomes of interorganizational alliances," Other publications TiSEM 59466e6c-1920-461e-b5e9-b, Tilburg University, School of Economics and Management.
    7. Nielsen, Bo Bernhard, 2005. "The role of knowledge embeddedness in the creation of synergies in strategic alliances," Journal of Business Research, Elsevier, vol. 58(9), pages 1194-1204, September.
    8. Lai, Jung-Ho & Chang, Shao-Chi & Chen, Sheng-Syan, 2010. "Is experience valuable in international strategic alliances?," Journal of International Management, Elsevier, vol. 16(3), pages 247-261, September.
    9. Xavier Meschi, 2005. "Apprentissage d’expériences des partenaires et survie des coentreprises," Revue Finance Contrôle Stratégie, revues.org, vol. 8(4), pages 121-152, December.
    10. 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.
    11. Anna KaraE, 2021. "Knowledge alliances and their impact on the innovative activity of the enterprise," Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie / The Malopolska School of Economics in Tarnow Research Papers Collection, Malopolska School of Economics in Tarnow, vol. 51(3), pages 75-85, September.
    12. Gupta, Atul & Misra, Lalatendu, 2002. "Regulatory learning in failed thrift auctions," Journal of Banking & Finance, Elsevier, vol. 26(4), pages 651-669, April.

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