1-s2.0-S2444569X19300186-main.pdf (840.25 kB)
A configurational analysis of the termination scenarios of international joint ventures: All is well that ends well
journal contributionposted on 2020-11-02, 10:33 authored by Ursula F Ott, David Williams, Jim SakerJim Saker, Lee Staley
This article analyzes termination in international joint ventures (IJVs) with a set theoretic approach and fuzzy set Qualitative Comparative Analysis (fsQCA) to show that parent contribution, ownership, managerial configuration and experience can lead to a successful end of a joint venture. The use of fsQCA provides the causal paths leading to termination. Termination by achieving the objectives and termination by corporate restructuring are the most common ways in IJVs to end the collaborative venture and are a consequence of the joint set of foreign contribution, ownership structure, managerial configuration and experience. The duration of terminated IJVs highlights the importance of managerial experience and local contribution.
British Academy for funding the electronic database developed as well as funding from the Engineering and Physical Sciences Research Council into Success of International Joint Ventures in the Automotive Industry.
- Business and Economics
Published inJournal of Innovation & Knowledge
Pages202 - 210
- VoR (Version of Record)
Rights holder© Journal of Innovation & Knowledge
Publisher statementThis is an Open Access Article. It is published by Elsevier under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Licence (CC BY-NC-ND 4.0). Full details of this licence are available at https://creativecommons.org/licenses/by-nc-nd/4.0/