IDEAS home Printed from https://ideas.repec.org/a/ids/ijeima/v20y2016i5-6p300-319.html
   My bibliography  Save this article

Instabilities in international joint ventures: a study of the Tata DoCoMo case

Author

Listed:
  • Utpal Chattopadhyay
  • Pragya Bhawsar

Abstract

The stupendous growth in India's mobile telephony industry has attracted many foreign operators to invest in India. Japan's telecom giant NTT DoCoMo entered into Indian market through an equity joint venture (JV) with Tata Teleservices, the telecommunication arm of India's biggest business conglomerate, Tata Sons. The Tata DoCoMo joint venture started with a great fanfare by introducing an innovative 'one paisa per second' billing model. But after notable success in the initial years, the venture plunged into a phase of perpetual instabilities when NTT DoCoMo unilaterally desired to exit from the venture by offloading its entire 26% stake to the Indian partner. This paper is an attempt to look afresh into the causes of JV instabilities and to probe, in depth, why the Tata DoCoMo venture has run into rough weather, that too in a period when the telecom industry in India had progressed tremendously in all business dimensions.

Suggested Citation

  • Utpal Chattopadhyay & Pragya Bhawsar, 2016. "Instabilities in international joint ventures: a study of the Tata DoCoMo case," International Journal of Entrepreneurship and Innovation Management, Inderscience Enterprises Ltd, vol. 20(5/6), pages 300-319.
    • Handle: RePEc:ids:ijeima:v:20:y:2016:i:5/6:p:300-319
    as

    Download full text from publisher

    File URL: http://www.inderscience.com/link.php?id=80009
    Download Restriction: Access to full text is restricted to subscribers.
    ---><---

    As the access to this document is restricted, you may want to search for a different version of it.

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Marius G. Gehrisch & Stefan Süß, 2023. "Organizational behavior in international strategic alliances and the relation to performance – a literature review and avenues for future research," Management Review Quarterly, Springer, vol. 73(3), pages 1045-1107, September.

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:ids:ijeima:v:20:y:2016:i:5/6:p:300-319. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Sarah Parker (email available below). General contact details of provider: http://www.inderscience.com/browse/index.php?journalID=7 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.