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Apprentissage d’expériences des partenaires et survie des coentreprises

Listed author(s):
  • Xavier Meschi


    (Université de la Méditerranée & Euromed Marseille – EM)

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    (VF)Partant d’une description de la survie des alliances et de l’apprentissage d’expériences des partenaires par la symbolique de Janus et de Sisyphe, cet article revient sur l’évaluation du taux de survie des alliances et teste l’impact de l’apprentissage d’expériences sur ce taux de survie. Ces questions sont traitées dans le cadre d’un échantillon de 449 partenaires européens, ayant entrepris une ou plusieurs coentreprises. Suivant la méthode de l’event history analysis, ces partenaires ont été suivis sur la période allant de la date de création de leur coentreprise en 1996 à juillet 2004. Les résultats obtenus nous montrent que la distinction entre taux de survie et taux d’échec est d’importance. Si l’on s’en tient strictement à la mesure de survie des coentreprises, l’apprentissage d’expériences a un impact très limité.(VA)Relying on the myth of Janus and that of Sisyphus to describe alliance survival and the experiential learning of partners, this article aims at evaluating alliance survival rates and examining the effect of experiential learning on this rate. These issues are addressed through an empirical analysis of 449 European partners that were involved in one or several joint ventures during 1996. Adopting the methodology of event history analysis, these partners were followed up over a period ranging from 1996 (which corresponds to the joint venture’s date of creation) to July 2004. The findings put into light the difference between survival rate and failure rate. If one focuses exclusively on the survival rate of joint ventures, the experiential learning of partners has a limited impact.

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    Article provided by in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 8 (2005)
    Issue (Month): 4 (December)
    Pages: 121-152

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    Handle: RePEc:dij:revfcs:v:8:y:2005:i:q4:p:121-152
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    1. Pennings, J.M. & Barkema, H.G. & Douma, S.W., 1994. "Organizational learning and diversification," Other publications TiSEM 2cabb122-340f-4729-afb3-9, Tilburg University, School of Economics and Management.
    2. Gupta, Apoorva & Patnaik, Ila & Shah, Ajay, 2013. "Learning by Exporting: Evidence from India," Working Papers on Regional Economic Integration 119, Asian Development Bank.
    3. J Michael Geringer & Louis Hebert, 1991. "Measuring Performance of International Joint Ventures," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 22(2), pages 249-263, June.
    4. Kogut, Bruce, 1989. "The Stability of Joint Ventures: Reciprocity and Competitive Rivalry," Journal of Industrial Economics, Wiley Blackwell, vol. 38(2), pages 183-198, December.
    5. 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.
    6. Bruce Kogut, 1991. "Joint Ventures and the Option to Expand and Acquire," Management Science, INFORMS, vol. 37(1), pages 19-33, January.
    7. Dutton, John M. & Thomas, Annie & Butler, John E., 1984. "The History of Progress Functions as a Managerial Technology," Business History Review, Cambridge University Press, vol. 58(02), pages 204-233, June.
    8. L. Wade, 1988. "Review," Public Choice, Springer, vol. 58(1), pages 99-100, July.
    9. Gupta, Atul & Misra, Lalatendu, 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, Spring.
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