International joint venture partner origin, strategic choice, and performance: A comparative analysis in an emerging economy in Africa

Moses Acquaah

Journal of International Management, 2009, vol. 15, issue 1, 46-60

Abstract: This study examines the competitive strategic choices of international joint ventures (IJVs) and their performance implications in a low-income emerging economy in Sub-Saharan Africa -- Ghana. Using the resource-based view of the firm, it is argued that IJVs with partners from emerging economies are more likely to pursue an efficiency-oriented business strategy to strengthen their strategic positioning, competitiveness and performance. Conversely, IJVs with partners from advanced industrialized economies would be more likely to pursue a market effectiveness-oriented strategy to strengthen their strategic positioning, competitiveness and performance. The findings from 76 IJVs offer support for the hypothesized relationships. IJVs with partners from emerging economies implementing an efficiency-oriented strategy of cost leadership outperform those with partners from advanced industrialized economies implementing the same strategy. In contrast, IJVs with partners from advanced industrialized economies implementing a differentiation strategy outperform those with partners from emerging economies implementing a differentiation strategy.

Keywords: IJV; partner; origin; Competitive; strategy; IJV; performance; Advanced; economies; Emerging; economies; Sub-Saharan; Africa; Ghana (search for similar items in EconPapers)
Date: 2009
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Citations: View citations in EconPapers (9)

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