Joint Ventures as a Vehicle for Strategic Change: Opportunities and Pitfalls

Abstract

Based on an extensive survey of joint ventures (JVs) in the information technology industry, this article develops a profile of the joint venturing firm, explores joint venture motivations, and relates joint venture success to conditions that motivate JV formation. Findings suggest that JVs are motivated by critical strategic deficiencies within participating parent firms and that JV goals focus on short‐term solutions to immediate performance problems. However, findings further indicate that JVs are not particularly well suited to short term goals. It is argued that JVs hold the potential to serve as positive vehicles for strategic change if they are viewed as means to achieve longer term objectives.

Citation

Blumenthal, J. (1991), "Joint Ventures as a Vehicle for Strategic Change: Opportunities and Pitfalls", Journal of Organizational Change Management, Vol. 4 No. 1, pp. 45-59. https://doi.org/10.1108/09534819110135550