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Revisiting research on IJV exit: More questions than answers

  • Nemeth, Alexander
  • Nippa, Michael
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    While International Joint Ventures (IJVs) are a well acknowledged and frequently implemented organizational mode, especially with regard to international market entry strategies, they are also prone to conflicts of interests, inefficiencies, and unintended termination. Accordingly, past research has been dominated by studies that attempted to identify success factors for managing IJVs based upon archive data. Success respectively failure is frequently defined based upon the fact that IJVs disappeared from the data-set. As such, exit became the epitome for closing down ineffective, failing IJVs although withdrawal may in some cases a sign of success if, for instance, the initial objectives of partners have been achieved. Beyond such misconceptions there is no stock-take of what is known about the different types, measures, contexts, and determinants of IJV exit as to take research to the next stage. This paper fills this research gap by comprehensively analyzing the IJV exit literature as an integral part of IJV research, focusing on studies that either apply IJV termination or IJV longevity as a measure of IJV exit. A systematic overview of the contexts and determinants that influence IJV exit is provided and major implications of our findings for directing future research are discussed.

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    Paper provided by TU Bergakademie Freiberg, Faculty of Economics and Business Administration in its series Freiberg Working Papers with number 2011,03.

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    Date of creation: 2011
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    Handle: RePEc:zbw:tufwps:201103
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    1. Bruce Kogut, 1991. "Joint Ventures and the Option to Expand and Acquire," Management Science, INFORMS, vol. 37(1), pages 19-33, January.
    2. H Kevin Steensma & Jeffrey Q Barden & Charles Dhanaraj & Marjorie Lyles & Laszlo Tihanyi, 2008. "The evolution and internalization of international joint ventures in a transitioning economy," Journal of International Business Studies, Palgrave Macmillan, vol. 39(3), pages 491-507, April.
    3. Aimin Yan, 1998. "Structural Stability and Reconfiguration of International Joint Ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 29(4), pages 773-795, December.
    4. Glaister, Keith W., 2004. "The Rationale for International Equity Joint Ventures," European Management Journal, Elsevier, vol. 22(5), pages 493-507, October.
    5. Yadong Luo & Seung Ho Park, 2004. "Multiparty cooperation and performance in international equity joint ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 35(4), pages 334-335, July.
    6. Harry G Barkema & Freek Vermeulen, 1997. "What Differences in the Cultural Backgrounds of Partners Are Detrimental for International Joint Ventures?," Journal of International Business Studies, Palgrave Macmillan, vol. 28(4), pages 845-864, December.
    7. Gabriel RG Benito & Bent Petersen & Lawrence S Welch, 2009. "Towards more realistic conceptualisations of foreign operation modes," Journal of International Business Studies, Palgrave Macmillan, vol. 40(9), pages 1455-1470, December.
    8. Aimin Yan & Ming Zeng, 1999. "International Joint Venture Instability: A Critique of Previous Research, A Reconceptualization, and Directions for Future Research," Journal of International Business Studies, Palgrave Macmillan, vol. 30(2), pages 397-414, June.
    9. Linda Longfellow Blodgett, 1991. "Partner Contributions as Predictors of Equity Share in International Joint Ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 22(1), pages 63-78, March.
    10. repec:ner:tilbur:urn:nbn:nl:ui:12-175839 is not listed on IDEAS
    11. 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.
    12. J Michael Geringer & Louis Hebert, 1989. "Control and Performance of International Joint Ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 20(2), pages 235-254, June.
    13. Nakamura, Masao & Shaver, J. Myles & Yeung, Bernard, 1996. "An empirical investigation of joint venture dynamics: Evidence from U.S.-Japan joint ventures," International Journal of Industrial Organization, Elsevier, vol. 14(4), pages 521-541, June.
    14. Jiang, Xu & Li, Yuan & Gao, Shanxing, 2008. "The stability of strategic alliances: Characteristics, factors and stages," Journal of International Management, Elsevier, vol. 14(2), pages 173-189, June.
    15. Jean-Fran�ois Hennart & Ming Zeng, 2002. "Cross-Cultural Differences and Joint Venture Longevity," Journal of International Business Studies, Palgrave Macmillan, vol. 33(4), pages 699-716, December.
    16. José Mata & Pedro Portugal, 1999. "Closure and Divestiture By Foreign Entrants: The Impact of Entry and Post-Entry Strategies," Working Papers w199906, Banco de Portugal, Economics and Research Department.
    17. Jonas F Puck & Dirk Holtbr�gge & Alexander T Mohr, 2009. "Beyond entry mode choice: Explaining the conversion of joint ventures into wholly owned subsidiaries in the People's Republic of China," Journal of International Business Studies, Palgrave Macmillan, vol. 40(3), pages 388-404, April.
    18. Lu, Jane W. & Hebert, Louis, 2005. "Equity control and the survival of international joint ventures: a contingency approach," Journal of Business Research, Elsevier, vol. 58(6), pages 736-745, June.
    19. Yadong Luo & Seung H Park, 2004. "Multiparty cooperation and performance in international equity joint ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 35(2), pages 142-160, March.
    20. Li, Jiatao & Xin, Katherine R. & Tsui, Anne & Hambrick, Donald C., 1999. "Building effective international joint venture leadership teams in China," Journal of World Business, Elsevier, vol. 34(1), pages 52-68, April.
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