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Book part
Publication date: 4 September 2007

Satu Teerikangas

Different forms of inter-organisational encounters, including joint ventures, alliances, mergers and acquisitions, have over the last decades become fashionable and much-sought…

Abstract

Different forms of inter-organisational encounters, including joint ventures, alliances, mergers and acquisitions, have over the last decades become fashionable and much-sought means of globalisation. A continuous concern shared by managers involved in these different forms of inter-organisational encounters is the challenge of making them work in practice – their successful implementation and management. The cultural dimensions of these different kinds of inter-organisational encounters, particularly in cross-border contexts, have been deplored as being particularly difficult. This paper builds on prior research and aims to understand how the cultural dimensions of inter-organisational encounters have been approached by researchers on mergers and acquisitions on the one hand and researchers on alliances and joint ventures on the other hand. Based on a comparative literature review, the findings suggest that the two fields, despite their valuable contributions and the similarities in the phenomena they study, have remained surprisingly isolated from one another and would offer opportunities for cross-fertilisation. Through its theoretical contribution, the paper intends to offer insights to researchers in both streams of research.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-0-7623-1381-5

Article
Publication date: 1 November 2018

Sanjay Dhir and Amita Mital

This paper aims to explore the trends, distribution and pattern of Indian bilateral cross-border joint venture (CBJV) activity with advanced developed nations (G7 nations) which…

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Abstract

Purpose

This paper aims to explore the trends, distribution and pattern of Indian bilateral cross-border joint venture (CBJV) activity with advanced developed nations (G7 nations) which include the USA, the UK, Japan, France, Germany, Italy and Canada over the 2001-2010 period.

Design/methodology/approach

Longitudinal data on the population of 201 CBJVs are analyzed using Securities Data Company (SDC) platinum database. Chi-square test of independence is conducted on the parameters for CBJVs collected over a span of 10 years to test interrelations between them.

Findings

The results of explorative trend analysis and test of interdependence are significantly different from developed countries in terms of interrelation between parent’s nationality, industry classification, broad purpose, period of formation and the equity owned.

Research/limitations implications

Future work may explore the strategic motivation of both developed and developing nation firms, given the dynamics of CBJVs explored in this paper. The study could also be extended to other developed and developing nation firms CBJVs with Indian firms.

Practical implications

This study provides a broad-based objective exploratory study of trends and distribution of CBJVs from the standpoint of the developing nations. This helps managers to identify the dynamic industries of CBJVs in India as far as G7 nations are concerned.

Social implications

The possibility of asymmetric motives of partners in CBJV could not be negated. The role of Indian policymakers also becomes much larger to regulate the monopolistic and anti-competitive practices.

Originality/value

The longitudinal study serves to present first of its kind systematic analysis of detailed activity of Indian firms in bilateral CBJV formation.

Details

Journal of Indian Business Research, vol. 11 no. 4
Type: Research Article
ISSN: 1755-4195

Keywords

Article
Publication date: 1 February 2005

Pieter Klaas Jagersma

How does a company make its way through the cross‐border alliance jungle? The article seeks to address several issues facing companies that are considering or managing cross‐border

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Abstract

Purpose

How does a company make its way through the cross‐border alliance jungle? The article seeks to address several issues facing companies that are considering or managing cross‐border alliances.

Design/methodology/approach

The author conducted 106 face‐to‐face interviews and 86 telephone interviews.

Findings

In this research study, three questions were answered: Why should I form a cross‐border alliance? How should I select a proper alliance partner? What are the key factors for capturing substantial (alliance) value?

Research limitations/implications

The study focuses on the views of senior executives and top managers of public companies and senior executives and top‐managers in state‐owned enterprises (especially in the energy sector), subsidiaries (of big global firms) and large private enterprises. The study does not include small and medium‐sized companies. The research does not focus on cross‐cultural management issues.

Practical implications

The research indicates that some simple guidelines can improve the success rate of a cross‐border alliance. Many cross‐border alliances do not realize their full potential because the preparation, planning and implementation process fails to clearly define what success means. Companies should use structured approaches because cross‐border alliances are a means to an end, i.e. they need to be viewed as a sequence of actions in the context of an overall business strategy – not as one‐off transactions. Time and patience are required to design a cross‐border alliance, structure the deal, and manage the implementation process. Cross‐border alliances should not be viewed as romantic. They should be evaluated for what they are – a way of competing.

Originality/value

The article extends the current globalization debate by bringing into focus the issues faced by cross‐border alliance participants. The conclusions are embedded in an extensive global study.

Details

Journal of Business Strategy, vol. 26 no. 1
Type: Research Article
ISSN: 0275-6668

Keywords

Book part
Publication date: 5 July 2016

Pankaj C. Patel and David R. King

The globalization of knowledge has driven an increased emphasis on cross-border, high-technology acquisitions where a target firm in a technology industry is acquired by a firm in…

Abstract

The globalization of knowledge has driven an increased emphasis on cross-border, high-technology acquisitions where a target firm in a technology industry is acquired by a firm in another nation. However, learning depends on similarity of knowledge, and we find that needed similarity can be provided by either technology or culture. As a result, firms can learn from acquiring targets at increasing cultural distance or at increasing technological distance, but not both. We find an interaction where acquisitions made at longer cultural distances and less technological distance, and acquisitions at shorter cultural distances and greater technological distance improve financial performance. This means technological distance and cultural distance are substitutes or represent a trade-off where improved acquisition performance depends on having commonality (low distance) for one of the variables.

Article
Publication date: 1 March 2005

Richard Pooley

Contends that, despite growing globalization, too many organizations are not putting sufficient thought or resources into dealing with differences in communication, attitudes

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Abstract

Purpose

Contends that, despite growing globalization, too many organizations are not putting sufficient thought or resources into dealing with differences in communication, attitudes, work practices and behavior when dealing with colleagues and counterparts from different cultures.

Design/methodology/approach

Highlights some of the problems that arose in a joint venture between a German and Japanese organization, and contrasts these with the successful alliance between the French vehicle manufacturer Renault and its Japanese partner, Nissan. Argues that different types of cross‐border deals require different solutions, and outlines some suggested approaches.

Findings

Advances four key stages to dealing with cross‐cultural differences: know yourself; understand the factors that have determined what your counterparts in different countries regard as the norm; know how you are seen by others; and learn to adapt, while remaining true to your own values.

Practical implications

Provides plenty to interest anyone involved in a cross‐border merger, alliance or joint venture.

Originality/value

Shows that millions of dollars are lost unnecessarily every year because mergers collapse, valuable tenders are lost, international teams cannot work together and countless other misunderstandings and conflicts arise from barriers of culture, language and set patterns of thinking.

Details

Human Resource Management International Digest, vol. 13 no. 2
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 27 April 2020

Rishabh Rajan, Sanjay Dhir and Sushil

The purpose of this study is to examine the existing literature and evaluate the theories, characteristics, context and methods of alliance termination research published from…

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Abstract

Purpose

The purpose of this study is to examine the existing literature and evaluate the theories, characteristics, context and methods of alliance termination research published from 1992 to 2019. This study also aims to identify the gaps in the literature and recognize directions for future research focusing on alliance termination research.

Design/methodology/approach

The main research methods followed in this study are bibliometric review, citation analysis, co-citation analysis and cluster analysis.

Findings

The main findings of this study are the most cited articles, most productive journals and most productive countries. The results show that a total of 100 research articles were published between 1992 and 2019. The maximum number of publications were observed during 2011–2019. The article “Knowledge, bargaining power, and the instability of international joint ventures” (Inkpen and Beamish, 1997) was the most cited article and the “Academy of Management Review” was the most prominent journal, with 847 citations. The USA, France, the UK, Singapore and Canada are the most productive countries. The study also includes the analysis of the network of co-citation of references and co-occurrence of keywords in the context of alliance termination research.

Originality/value

To the best of authors’ knowledge, this study seems to be the first to perform bibliometric review and analysis in the area of alliance termination research. Therefore, it can help academicians and practitioners to identify the research trends and gaps in the alliance termination literature on which future research can be performed. Overall, this research paper leads to a better understanding of the alliance termination research and offers new insights into strategic management studies.

Details

Journal of Strategy and Management, vol. 13 no. 3
Type: Research Article
ISSN: 1755-425X

Keywords

Open Access
Article
Publication date: 13 February 2017

Shasha Zhao and Constantinos-Vasilios Priporas

The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances.

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Abstract

Purpose

The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances.

Design/methodology/approach

This paper provides a theory-informed conceptual framework of IT-enabled cross-border interfirm relationships and performance outcomes. It integrates perspectives of resource-based view (RBV) and transaction cost economics (TCE) to argue that the establishment of interfirm IT capabilities enhances the marketing performance of the foreign partner in the host location by improving interfirm relationship governance. Furthermore, IT-related risks and contextual restrictions are identified as important moderators.

Findings

Conceptualisations of IT capabilities, IT-enhanced interfirm governance, and IT-led marketing performance improvement are suggested. Drawing on RBV and TCE, IT resources, related human resources, and IT integration between partner firms in combination enhances the ability of firms to manage the relationship more effectively through shared control, interfirm coordination, cross-firm formalisation, and hybrid centralisation. These benefits then bring about better upstream and downstream marketing performance in the host location. Additionally, IT capabilities help to mitigate possible contextual limitations and risks.

Research limitations/implications

The paper offers a number of theory- and literature-informed research propositions which can be empirically tested in future studies.

Practical implications

Top managers of firms currently in or planning to enter international alliances for market entry should carefully consider effective development of interfirm IT capabilities in terms of readiness of hardware and software, human resources, and organisational resources.

Originality/value

The paper provides an integrated framework and propositions which contribute to limited understanding and appreciation of IT value in international market-entry alliances.

Details

International Marketing Review, vol. 34 no. 1
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 13 February 2019

Zuby Hasan, Sanjay Dhir and Swati Dhir

The purpose of this paper is to examine the elements of asymmetric motives, i.e., initial cross-border joint venture (CBJV) conditions and relative partner characteristics in…

Abstract

Purpose

The purpose of this paper is to examine the elements of asymmetric motives, i.e., initial cross-border joint venture (CBJV) conditions and relative partner characteristics in emerging nations. The two main objectives of the present research are to identify the elements affecting asymmetric motives in Indian bilateral CBJV and to construct modified total interpretive structural modelling (TISM) for the identified elements of asymmetric motives.

Design/methodology/approach

For the current study, the qualitative technique named total interpretive structural modelling was used. The TISM (Sushil, 2012) is a novel extension of interpretive structural modelling (ISM) where ISM helps to understand the “what” and “how” of research (Warfield, 1974) and TISM answers the third question, i.e., “why” in the form of TISM; further checks for the correctness of TISM are given in Sushil (2016). TISM provides a hierarchical model of the elements selected for study and the interpretation of each element by iterative process and also a digraph that systematically depicts the relationship among various elements. TISM is an innovative modelling technique used by researchers in varied fields (Srivastava and Sushil, 2013; Wasuja et al., 2012; Nasim, 2011; Prasad and Suri, 2011). Steps involved in TISM are shown in Figure 1. It uses reachability matrix and partitioning of elements similar to ISM. Also, along with traditional TISM, the modified TISM process was also used where both paired comparisons and transitivity checks were done simultaneously which helped in minimising the redundant comparisons being made in the original process. Furthermore, for identifying the elements of study, SDC Platinum database was used, which was taken from research papers of major journals namely British Journal of Management, Administrative Science Quarterly, Strategic Management Journal, Management Science, Academy of Management Journal and Organization Science (Schilling, 2009). The database included all joint ventures that were formed in India, having India as one of the partner firms during fiscal year April 2000 and March 2010. From these, 361 CBJVs and 76 domestic joint ventures were identified. Although 54 CBJVs were excluded from these, a total number of 307 CBJVs were studied in the current research. Among these 307 CBJVs, 201 were from super-advanced nations (G7), 40 CBJVs from developing nations and 66 CBJVs from other developed nations. As 65 per cent of the CBJVs came from G7 nations (France, Italy, Japan, Canada, Germany, USA and UK), in the current study, we tried to examine Indian CBJVs with G7 partners only for a period of ten years as mentioned above.

Findings

The results of the study indicate that asymmetric motives are directly affected by critical activity alignment and interdependency. Thus, we can conclude that critical activity alignment of partners in CBJV is an antecedent of CBJV motive and thereby minimises the number of asymmetric motives. Bottom level variables such as culture difference and relative capital structure are considered as strong drivers of asymmetric motives. Diversification, resource heterogeneity and inter-partner conflict are middle level elements. Effect of these elements on asymmetric motives can only be improved and enhanced when improvement in bottom level variables is found. It has been believed that as the relative capital structure among firm increases, CBJVs’ asymmetric motives also increase, the reason being that as the difference in capital structure occurs, gradual change in bargaining power will also occur.

Originality/value

TISM used in the present study provides valuable insights into the interrelationship between identified elements through a systematic framework. The methodology of TISM used has its implications for researchers, academicians as well for practitioners. Further study also examines driver-dependent relationship among elements of interest, i.e., relative partner characteristics and initial CBJV conditions by using MICMAC analysis, which can be viewed as a significant step in research related to bilateral CBJV.

Article
Publication date: 26 July 2021

Vijita Aggarwal and Madhavi Kapoor

The study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This…

Abstract

Purpose

The study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This research's essence lies in the proposition that organizational competencies, knowledge resources and processes, absorptive capacity and innovativeness form the underlying base for sustainable competitive advantage in this dynamic world.

Design/methodology/approach

A cross-sectional explanatory research design is adopted. Using the quantitative data obtained from the sample of Indian international joint ventures (IJVs), partial least squares structural equation modeling (PLS-SEM) is deployed to confirm the proposed relationships among the research constructs. Finally, qualitative interviews helped in triangulating the primary survey's results.

Findings

A well-established relationship between knowledge transfer and innovation is negated by the Indian IJVs' data, which is delved deeper with cross-industry qualitative analysis. The novel hierarchical model with multiple mediations has nurtured quite exciting results for the business world with some significant theoretical and managerial implications.

Research limitations/implications

This study has investigated the nexus between multi-dimensional organizational competencies, knowledge transfer, absorptive capacity and venture innovativeness in the context of Indian IJVs. It has emphasized the role of internal dynamics in cross-cultural joint ventures to attain sustainable competitiveness through strategic and technological efficiency.

Originality/value

The study has addressed the specific research gap of under-investigation of dynamic capabilities and sustainable competitiveness in international joint ventures. It has investigated a complex model of multiple mediations, yielding interesting quantitative results with qualitative insights; which is rare to match in literature.

Article
Publication date: 11 April 2008

Pankaj Ghemawat

This paper aims to provide a personal perspective on the extent to which business schools have globalized what they teach and to make content‐ and process‐related suggestions…

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Abstract

Purpose

This paper aims to provide a personal perspective on the extent to which business schools have globalized what they teach and to make content‐ and process‐related suggestions about how to make further progress.

Design/methodology/approach

The paper provides a mixture of quantitative and qualitative/interpretative analysis.

Findings

The paper finds that rhetoric around the globalization of business education has greatly outrun the reality of curricular change and this problem seems unlikely to be solved until the craving for distinctively global content can be satisfied.

Research limitations/implications

Semiglobalization – the intermediate state of integration in which neither the bridges nor the borders between countries can be ignored – is proposed as a conceptual umbrella for organizing curricular change and in terms, of process, a two‐track‐approach, combining infusion and insertion, is recommended.

Originality/value

Both the conceptual and procedural recommendations of this paper are novel.

Details

Journal of Management Development, vol. 27 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 10 of over 3000