An Economic Model of International Joint Venture Strategy
The strategic choice between joint ventures, licensing agreements and mergers is analysed using eight key factors suggested by internalisation theory. The model explains the increasing role of international joint ventures in the 1980s in terms of the accelerating pace of technological innovation and the globalisation of markets. It offers a range of predictions about the formation of joint ventures within industries, across industries, across locations, and over time. It exploits a powerful modelling technique that has many other applications in international business strategy.© 1996 JIBS. Journal of International Business Studies (1996) 27, 849–876
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 27 (1996)
Issue (Month): 4 (December)
|Contact details of provider:|| Web page: http://www.palgrave-journals.com/|
Web page: https://aib.msu.edu/
|Order Information:||Web: http://www.springer.com/business+%26+management/journal/41267/PS2|
When requesting a correction, please mention this item's handle: RePEc:pal:jintbs:v:27:y:1996:i:4:p:849-876. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sonal Shukla)or (Rebekah McClure)
If references are entirely missing, you can add them using this form.