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The purpose of this study is to demonstrate the effect of initial international joint ventures (IJV) structural conditions on two main equity-based instability facets: change of IJV ownership structure and acquisition of the IJV by one of the IJV partners. Drawing on the transaction cost theory, the authors examine three key initial structural conditions: IJV formation mode, number of partners and IJV’s ownership structure.

The authors apply the “Event history analysis” technique to test the hypotheses using a data set of 140 French-foreign JVs.

The findings show that the mode of an acquisitive IJV and unequal equity positions held by partners increase the likelihood of a change of IJV’s ownership structure and its eventual acquisition by one of the partners. In addition, the findings show that while an increase in the number of IJV partners is directly related to the change of IJV ownership structure, it has a statistically insignificant effect on IJV acquisition.

Drawing on “transaction costs” arguments, this study advances the literature by offering fine-grained results related to the effects of initial structural conditions on aspects of unintended instability in French-foreign JVs.

This paper aims to present a model that explains how knowledge contributions of international joint venture (“IJV”) partners can be balanced or imbalanced, which affects each partners’ trust needs, with implications for future partner relationships.

Illustrative examples aid in explaining propositions associated with the knowledge/trust needs balance model. In addition, consideration is given to the trust-building complication of liability of foreignness and the implications balance or imbalance.

In total, 12 illustrative cases are evaluated to determine whether the knowledge contributions of the IJV partners are balanced. Knowledge intensity associated with the venture is assessed to determine the value of the foreign firm partner’s knowledge contribution. Cultural distance between the relevant countries provides a measure of the host country partner’s knowledge contribution. Balance is assessed after factoring in mitigating partner experience. The cases provide examples of four different balance/imbalance situations.

A critical aspect of a successful IJV is knowledge sharing and trust is required for the freest flow of information. It is important for firms entering into IJVs to more fully understand the relationship between the knowledge contributions of IJV partners and trust. When knowledge contributions are more evenly balanced, the relationship between the partners will be stronger.

The paper distinguishes between balance and stability/instability, expands the literature on knowledge intensity and contributes the new concept of trust needs. Balance at the start of an IJV has implications for the future relationship of the partners.

We introduce agency and team production theories to explain the international joint venture (IJV) phenomenon. We regard IJV partners as participants in a team production and identified agency conflicts among partners as well as between parents and IJV affi liates. We empirically test the stability of IJVs with such determinants as the existence of monitoring principal, the history of repeated exchanges between partners, the efficiency of mutual monitoring by partners, the effi ciency of affiliate monitoring by parent firms, and the degree of international experience of the partners. The test results show that the existence of monitoring principal and the degree of international experience prove to be significant factors for IJV stability.

This paper aims to explore dynamics of post termination interaction between international joint venture (IJV) partners and empirically examines IJV level and dyad level factors that influence the choice of post IJV termination interaction as supplier, complement or competitor.

In-depth literature review is undertaken to identify IJV and dyad level that could influence the choice of post termination interaction between terminated IJV partners. Hypotheses are empirically validated using multinomial logistic regression on data collected on terminated IJV headquartered in India.

The results denote that the choice of post-IJV termination interaction between IJV partners as supplier, complement or competitor is influenced by interdependence, bargaining power, foreign partner’s purpose of IJV, complementarity and type of IJV termination.

This paper explores an under researched area in extant IJV literature that could be taken up for study by academicians. The paper upholds and strengthens the dynamic capabilities view of strategic management in IJV context.

This paper examines a practice adopted by businesses in emerging markets and determines important factors that influence the choice of interaction post IJV termination between partners. Practitioners will be encouraged to understand and plan post termination dynamics with their terminated IJV partner.

The paper undertakes examination of a practical business phenomena, i.e. interaction post termination between terminated IJV partners.

This study aims to explore the performance measurement of Sino‐Japanese joint ventures (JVs) by linking the relationship among subjective and objective methods, measure approaches, perspectives of parent firms and IJV general managers, and the impact of national culture. Using a sample of 76 Sino‐Japanese JVs, the findings are as follows: (1) foreign parents and JV general managers evaluate JV performance using four approaches (i.e., economic, strategic, behavioral, and learningV; (2) There are significant correlations among the four approaches; (3)Learning approach is found significantly different between the Japanese parent firms and JV general managers; (4) National culture has influence on JV performance.

The study of international business has become increasingly important in recent years. So important that the American Assembly of the Collegiate Schools of Business (AACSB) has called for the internationalisation of business curricula. In 1992 and beyond, successful business people will treat the entire world as their domain. No one country can operate in an economic vacuum. Any economic measures taken by one country can affect the global economy. This book is designed to challenge the reader to develop a global perspective of international business. Globalisation is by no means a new concept, but there are many new factors that have contributed to its recently accelerated growth. Among them, the new technologies in communication and transport that have resulted in major expansions of international trade and investment. In the future, the world market will become predominant. There are bound to be big changes in the world economy. For instance the changes in Eastern Europe and the European Community during the 1990s. With a strong knowledge base in international business, future managers will be better prepared for the new world market. This book introduces its readers to the exciting and rewarding field of international management and international corporations. It is written in contemporary, easy‐to‐understand language, avoiding abstract terminology; and is organised into five sections, each of which includes a number of chapters that cover a subject involving activities that cross national boundaries.

This paper aims to study the impact of the interactive effect of knowledge characteristics – tacitness, specificity and availability – and resource structure – complementarily and asymmetric – on learning race behavior among international joint venture (IJV) partners in China.

Preliminary in-depth interviews with three IJV managers were conducted to develop and evaluate the tentatively developed questionnaire. The finalized survey questionnaire was distributed to middle and top-level managers of IJVs, resulting in a total of 124 usable surveys. The psychometric properties of data were evaluated using Cronbach’s alpha and confirmatory factor analysis and hypotheses were tested using a generalized linear model.

The results show that partners in IJV have low tendencies to acquire tacit and specific knowledge, but, when the resource is complementary, it stimulates the learning race. Also, when resources are asymmetric, IJV partners engage in the learning race more aggressively, particularly for highly specific knowledge. The situation reverses for highly available knowledge.

The findings provide important insights for both researchers and managers on knowledge characteristics and resource structure influencing learning race behavior. This insight allows firms to leverage features of knowledge and resource conditions to prevent or facilitate the learning race for either common or private interests.

Rather than add another review of the numerous scholarly publications of success factors and performance of International Joint Ventures (IJVs) this study offers an overview of the extant research based on the findings, criticisms and recommendations of previous reviews. Scholars and practitioners interested in the research field may profit from our contribution in several ways. First, we provide a comprehensive overview of the state-of-the-art of the field in a table listing the characteristics of the most relevant review studies published in leading management journals. These special reviews offer more detailed analyses of the studies under investigation, different frameworks and proposals for future research directions. Finally, we summarize the criticisms and recommendations of previous researchers that have been ignored and discuss why many of those recommendations have gone unheeded and how future research may benefit from more systematic development of this field.

In tandem with the drastic increase of IJVs, the academic research regarding various issues about them has also augmented. Myriad of studies examining the antecedents and outcomes of partner/location selection, different control and safeguarding mechanisms, performance, and stability of IJVs have appeared in revered scholarly outlets. A review of the previous research on IJVs reveals that a vast amount of these studies is focused on their formation (e.g., Kogut, 1988) and the advantages of them as governance structures (e.g., Hennart, 1988).

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.

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

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.

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.