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Prior research on joint venture (JV) formation often examines a single focal firm and assumes it has a single motive for collaboration. This study seeks to investigate how formation motives of partner firms are symmetrically coupled. It considers motives in the context of different European Economic Interest Groupings (EEIGs) characteristics and partner firm characteristics.

Self‐administered surveys were employed and a total sample of 104 partners cooperating in 47 different JVs (EEIGs) was used for data analysis.

The paper observes the coupling of different formation motives and finds that different rationales to establish international JVs are held simultaneously by partners. Furthermore, it finds that the number of partners increase when partners hold motives primarily to develop knowledge.

Current theorising might focus too narrowly on particular motives or at best on combinations of motives within a specific theoretical approach. Such a single approach might be rather simplistic due to the multiple rationales to enact EEIGs by partners. Future studies that accommodate multiple perspectives simultaneously in a single paper would significantly advance the field and hold more explanatory power.

The paper finds that in general partner motives are symmetric, but some motives are more natural candidates for partners to couple together. Furthermore, smaller firms can also benefit by forming more complex collaborations and hold multiple motives simultaneously.

The paper reinvigorates theoretical development by showing the amalgamation of different motives and theories for JV establishment. It also provides new guidelines to practitioners and scholars alike by examining various combinations of collaborative motives and how they are coupled across partners in alliance dyads.

Strategic technology partnering (STP) is considered to be significant for the access to novel technologies that are unknown to organisations. However, the performance heterogeneities within organisations can be explained by STP capabilities. Hence, the purpose of this paper is threefold: first, to provide a classificatory framework by categorising the various STP capabilities; second, to draw conclusions from the analysis of the empirical findings; and third, to guide further publications and identify future research needs.

The present paper adopts a systematic literature review (SLR) methodology. In this research, the extant empirical research on STP capabilities will first be classified and integrated within a classificatory framework. Lastly, the review insights will provide methodological suggestions along with theoretical themes for future research that have not been yet explored.

The study findings show that there is a strong need for a clear and unified terminology for the distinctive capabilities of STP and research has mainly highlighted certain common capabilities while other essential ones lack analysis. The SLR further reveals that most research has been quantitative in nature relying on secondary database research.

This SLR provides a thorough overview of prior research on STP capabilities investigating 65 articles published in highly ranked peer-reviewed journals, spanning a 22-year period from 1992 to 2014. In sum, his review structures extant STP capabilities literature into a proposed classificatory framework referred to as “CLONT-framework” and highlights its critical importance in strategic management and innovation research from a theoretical, empirical, and practical point of view.

As companies seek to continually innovate to remain globally competitive, they also need to be mindful of the impact of the potential associated supply chain risks. Hence, the purpose of this study is to explore the causal nexus of relationships linking supply chain risk management (SCRM) and strategic technology partnering (STP) capabilities (i.e. organizational capabilities, technological and innovative capabilities, learning and exploitation capabilities, complementary capabilities and network and partnership capabilities) as identified by Kilubi (2016).

The authors investigate STP capabilities that may positively influence SCRM and in turn foster organizational performance. By using conceptual theory building, the authors create a conceptual framework and use it to guide future investigation through research propositions. Social capital theory serves as the theoretical background.

Five STP capabilities have been identified as positive mediators for the relationship between SCRM and organizational performance, in particular flexibility and responsiveness.

This paper focuses on bridging the gap and identifying commonalities between two principal research disciplines, STP and SCRM, examining how these can be used to assist in the controlling and management of future risks. This study contributes to the ongoing development of SCRM and STP by integrating insights from social capital theory, supply chain management and strategic management.

Prior research on joint ventures using both legal and strategic perspectives provides several transaction cost‐based prescriptions for structuring joint ventures to minimize the threat of opportunistic behavior by venture partners. However, the effects of these prescriptions on the subsequent survival of the alliance are largely untested. Using survey data from senior managers responsible for alliance participation to explore these relationships, results show that many of the prescriptions that impact venture formation also impact survival, but in a somewhat different and more complex manner than previously thought. Managers desiring to influence the long‐term survival of a joint venture should focus on the factors that best fulfill their goals for the partnership. By clarifying these issues we seek to inform our understanding of how the transaction cost‐based prescriptions influence alliance survival, enhance managers’ ability to capture the gains from this potentially valuable strategic tool, and raise important considerations for future research.

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.

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.

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.

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.

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.

The purpose of this paper is to synthesize multi-sector, cross-sector, and other interorganizational alliance structures and processes with particular focus on their saliency in partnership/alliance decision making.

This is a conceptual paper focusing primarily on management and public administration literature that examines decision making in multi-sector, cross-sector, and other interorganizational alliances.

The paper identified that decision making takes place at every stage of the partnership process, with complexity being dependent on organizational structure and design, i.e. dyad or network. Organization structures and key processes including coordination, cooperation, and trust are critical elements that impact decision making. Trust is foundational for the development and sustainability of collaborative alliances. Many of these same characteristics are also found in strategic alliance structures and processes.

This analysis of selected literature on decision making and trust has the capacity to enhance awareness and expectation-setting for those entering a collaborative partnership. Trust is an integral and enduring component at every stage.

This study crosses the boundary between sectoral partnerships and other interorganizational alliances in the analysis of decision-making structures and processes.

The purpose of this paper is to organize the theoretical landscape surrounding explanations of the impact asymmetry and heterogeneity on inter‐firm relationships, especially alliances.

A conceptual framework integrating the resource‐based view, transaction cost economics and industrial organization is put forth to better understand asymmetry and heterogeneity in alliances.

It is argued that low asymmetry and low heterogeneity are best addressed from an industrial organization perspective. Transaction cost economics best explains alliances in high asymmetry and low heterogeneity situations while the resource‐based view is most appropriate for high heterogeneity and low asymmetry alliances. In the case of high asymmetry and high heterogeneity, the tension between the resource‐based view and transaction costs economics is reconciled.

Researchers gain an original re‐framing of the theoretical landscape that will assist in generating new insights for future theory development.

The paper lays the ground for new research directions while leaving practitioners with a better understanding of the lenses through which they should examine their firms' cooperative endeavours.

Previous literature seldom addressed the categorization of various theoretical approaches along the notions of asymmetry and heterogeneity in inter‐firm relationships.

Academic dialogue related to ‘organizational performance’ in strategic management has primarily centred around the industrial organization theory (IO) and resource-based view (RBV). Both perspectives, though conceptually dialectic, have served as primary competing theories governing research studies in the domain of strategic management. However, the confluence of these theoretical perspectives has not been adequately explored to advance a shared view of competitive advantage. This study aims to explore the likelihood of embedded commonalities between RBV and IO.

A bibliometric analysis was conducted to visualize the intellectual map of studies and knowledge development encompassing these theories. This was followed by a comprehensive literature review to understand how the business environment (BE) and organizational capabilities have contributed towards attaining competitive advantage.

This study established that connecting the intellectual boundaries of these theoretical perspectives would facilitate better comprehension of the processes and outcomes in organizations. Integrating the knowledge emerging out of this methodological blend, a convergence framework connecting the intellectual boundaries of both theories was presented.

The framework that emerged from this study would help in better understanding of organizational behaviour from a dual theoretical lens. It would also motivate future studies to consider RBV and IO as complementary theories rather than the current narrative of competing theories.

This study added to the efforts to achieve equilibrium between the BE and internal capabilities of organizations so as to maximize positive social externalities.

This study contributed to the limited attempts to leverage shared knowledge from a dual perspective using a comprehensive literature review in sequential combination with bibliometric analysis.