Absorptive capacity, learning, and performance in international joint ventures

Absorptive capacity, learning, and performance in international joint ventures This paper proposes and tests a model of IJV learning and performance that segments absorptive capacity into the three components originally proposed by Cohen and Levinthal (1990). First, trust between an IJV's parents and the IJV's relative absorptive capacity with its foreign parent are suggested to influence its ability to understand new knowledge held by foreign parents. Second, an IJV's learning structures and processes are proposed to influence its ability to assimilate new knowledge from those parents. Third, the IJV's strategy and training competence are suggested to shape its ability to apply the assimilated knowledge. Revisiting the Hungarian IJVs studied by Lyles and Salk (1996) 3 years later, we find support for the knowledge understanding and application predictions, and partial support for the knowledge assimilation prediction. Unexpectedly, our results suggest that trust and management support from foreign parents are associated with IJV performance but not learning. Our model and results offer a new perspective on IJV learning and performance as well as initial insights into how those relationships change over time. Copyright © 2001 John Wiley & Sons, Ltd. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Absorptive capacity, learning, and performance in international joint ventures

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Publisher
Wiley
Copyright
Copyright © 2001 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.206
Publisher site
See Article on Publisher Site

Abstract

This paper proposes and tests a model of IJV learning and performance that segments absorptive capacity into the three components originally proposed by Cohen and Levinthal (1990). First, trust between an IJV's parents and the IJV's relative absorptive capacity with its foreign parent are suggested to influence its ability to understand new knowledge held by foreign parents. Second, an IJV's learning structures and processes are proposed to influence its ability to assimilate new knowledge from those parents. Third, the IJV's strategy and training competence are suggested to shape its ability to apply the assimilated knowledge. Revisiting the Hungarian IJVs studied by Lyles and Salk (1996) 3 years later, we find support for the knowledge understanding and application predictions, and partial support for the knowledge assimilation prediction. Unexpectedly, our results suggest that trust and management support from foreign parents are associated with IJV performance but not learning. Our model and results offer a new perspective on IJV learning and performance as well as initial insights into how those relationships change over time. Copyright © 2001 John Wiley & Sons, Ltd.

Journal

Strategic Management JournalWiley

Published: Dec 1, 2001

References

  • Trustworthiness as a source of competitive advantage
    Barney, Barney; Hansen, Hansen
  • The dominant logic: retrospective and extension
    Bettis, Bettis; Prahalad, Prahalad
  • Price, authority and trust: from ideal types to plural forms
    Bradach, Bradach; Eccles, Eccles
  • Joint ventures: Theoretical and empirical perspectives
    Kogut, Kogut
  • Relative absorptive capacity and interorganizational learning
    Lane, Lane; Lubatkin, Lubatkin
  • Building trust in international alliances
    Parkhe, Parkhe
  • The dominant logic: a new linkage between diversity and performance
    Prahalad, Prahalad; Bettis, Bettis
  • Ambiguity and the process of knowledge transfer in strategic alliances
    Simonin, Simonin

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