Task and Partner-related Selection Criteria in UK International Joint Ventures

Keith W. Glaister

Chapter 11 in The Changing Global Context of International Business, 2003, pp 221-263 from Palgrave Macmillan

Abstract: Abstract The formation of international joint ventures between firms in developed market economies has increased markedly since the late 1970s (Anderson, 1990; Hergert and Morris, 1988; Glaister and Buckley, 1994). Firms have increasingly adopted joint ventures as a purposeful strategic response to changing market conditions, often with their direct competitors (Harrigan, 1988a; Vonortas, 1990). In the context of European industrial restructuring, Doz (1992) has argued that alliances will become more prominent as they are more effective than organic development, avoid some of the pitfalls of acquisitions and represent a ‘softer’ approach more likely to bring the same rationalization and restructuration benefits as mergers are expected to provide. (Doz, 1992: 296) A number of theoretical perspectives have been developed for joint-venture formation, the most prominent being those based on the transaction-cost approach (Hennart, 1988; Buckley and Casson, 1988), organizational learning (Kogut, 1988a; Hamel, 1991; Mody, 1993) and resource dependency (Pfeffer and Nowak, 1976).

Keywords: International Business; Joint Venturis; Parent Firm; International Joint Venture; Partner Selection (search for similar items in EconPapers)
Date: 2003
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50155-3_11

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DOI: 10.1057/9780230501553_11

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