Embeddedness and networking as drivers in developing an international joint venture

Scandinavian Journal of Management

Volumn 24, Issue 1, 2008, Pages 17-32

  Mainela, Tuija ^a   Puhakka, Vesa ^a  

^a UNIVERSITY OF OULU   (Finland)

Author keywords

Embeddedness; International joint venture; Networking

Indexed keywords

EID: 38749124347     PISSN: 09565221     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.scaman.2007.10.002     Document Type: Article

References (85)

1. Anderson E. Two firms, one frontier: on assessing joint venture performance. Sloan Management Review 31 2 (1990) 19-20
2. Anderson J.C., Håkansson H., and Johanson J. Dyadic business relationships within a business network context. Journal of Marketing 58 4 (1993) 1-15
3. Andersson, U. (2001). Network embeddedness and transfer of information in MNCs-the dual role of the subsidiary. Occasional Papers. Uppsala: Uppsala University.
4. Andersson U., and Forsgren M. Using networks to determine multinational parental control of subsidiaries. In: Paliwoda S.J., and Ryans J.K. (Eds). International marketing reader (1995), Routledge, London
5. Araujo L., Bowey J., and Easton G. Social capital, industrial networks and entrepreneurs. In: Halinen-Kaila A., and Nummela N. (Eds). Proceedings of the 14th IMP annual conference (1998), Turku School of Economics and Business Administration, Turku
6. Arino A., Abramov M., Skorobogatych I., Rykounina I., and Vila J. Partner selection and trust building in west European-Russian joint ventures. International Studies of Management & Organisation 27 1 (1997) 19-37
7. Barkema H.G., Shenkar O., Vermeulen F., and Bell J.H.J. Working abroad, working with others: How firms learn to operate international joint ventures. Academy of Management Journal 40 (1997) 426-442
8. Beamish P.W. The characteristics of joint ventures in developed and developing countries. Columbia Journal of World Business 20 3 (1985) 13-19
9. In: Bengtsson M., and Powell W. (Eds). Editorial. Scandinavian Journal of Management 20 (2004) 1-8
10. Bhaskar R. Philosophy and scientific realism. In: Bhaskar R., Archer M., Collier A., Lawson T., and Norrie A. (Eds). Critical realism: Essential readings (1998), Routledge, London
11. Birkinshaw J. The determinants and consequences of subsidiary initiative in multinational corporations. Entrepreneurship, Theory and Practice 24 1 (1999) 9-36
12. Birkinshaw J., and Hood N. Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies. Academy of Management Review 23 4 (1998) 773-795
13. Birkinshaw J., and Hood N. Characteristics of foreign subsidiaries in industry clusters. Journal of International Business Studies 31 1 (2000) 141-154
14. Birkinshaw J., Hood N., and Young S. Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance. International Business Review 14 2 (2005) 227-248
15. Borch O.J., and Arthur M.B. Strategic networks among small firms: Implications for strategy research methodology. Journal of Management Studies 32 4 (1995) 419-441
16. Borgatti S.P., and Foster P.C. The network paradigm in organisational research: A review of typology. Journal of Management 29 6 (2003) 991-1013
17. Borys B., and Jemison D. Hybrid arrangements as strategic alliances: Theoretical issues in organisational combinations. Academy of Management Review 14 2 (1989) 194-212
18. Buckley P., and Casson M. Analyzing foreign market entry strategies: Extending the international approach. Journal of International Business Studies 29 3 (1998) 539-562
19. Butler R., and Sohod S. Joint venture autonomy: Resource dependence and transaction costs perspectives. Scandinavian Journal of Management 11 2 (1995) 159-175
20. Büchel B. Framework of joint venture development: Theory-building through qualitative research. Journal of Management Studies 37 (2001) 637-661
21. Chen S.-H., and Hennart J.-F. Japanese investors' choice of joint ventures versus wholly-owned subsidiaries in the US: The role of market barriers and firm capabilities. Journal of International Business Studies 33 1 (2002) 1-18
22. Chen S.-H., and Hennart J.-F. A hostage theory of joint ventures: Why do Japanese investors choose partial over full acquisitions to enter United States?. Journal of Business Research 57 10 (2004) 1126-1134
23. Dawson P. In at the deep end: Conducting processual research on organisational change. Scandinavian Journal of Management 13 4 (1997) 389-405
24. De Cock C., and Sharp R.J. Process theory and research: Exploring the dialectic tension. Scandinavian Journal of Management 23 3 (2007) 233-250
25. Delios A., and Beamish P.W. Joint venture performance revisited: Japanese foreign subsidiaries worldwide. Management International Review 44 1 (2004) 69-91
26. de Rond M., and Bouchikhi B. On the dialectics of strategic alliances. Organisation Science 15 1 (2004) 56-69
27. Dubois A., and Gadde L.E. Systematic combining: An abductive approach to case research. Journal of Business Research 55 7 (2002) 553-560
28. Easton G. Case research as a methodology for industrial networks; a realist apologia. In: Fleetewood S., and Ackroyd S. (Eds). Realist perspectives on management and organisations (2000), Routledge, London
29. Frost T., Birkinshaw J., and Ensign P. Centers of excellence in multinational corporations. Strategic Management Journal 23 11 (2002) 997-1018
30. Geringer J.M., and Hebert L. Control and performance of international joint ventures. Journal of International Business Studies 20 2 (1989) 235-254
31. Granovetter M. The strength of weak ties. American Journal of Sociology 78 6 (1973) 1360-1380
32. Granovetter M. Economic action and social structure: The problem of embeddedness. American Journal of Sociology 91 3 (1985) 481-510
33. Granovetter M. Economic institutions as social constructions: A framework for analysis. Acta Sociologica 35 1 (1992) 3-11
34. Gulati R. Alliances and networks. Strategic Management Journal 19 4 (1998) 293-317
35. Gulati R., and Westphal J.D. Cooperative or controlling? The effects of CEO-board relations and the content of interlocks on the formation of joint ventures. Administrative Science Quarterly 44 3 (1999) 473-506
36. Halinen A., Salmi A., and Havila V. From dyadic change to changing business networks: An analytic framework. Journal of Management Studies 36 6 (1999) 779-794
37. Halinen A., and Törnroos J.-A. The role of embeddedness in the evolution of business networks. Scandinavian Journal of Management 14 3 (1998) 187-205
38. Halinen A., and Törnroos J.-A. Using case methods in the study of contemporary business networks. Journal of Business Research 58 9 (2005) 1285-1297
39. Hamel G. Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal 12 (1991) 83-104
40. Havila V., Johanson J., and Thilenius P. International business-relationship triads. International Marketing Review 21 2 (2004) 172-186
41. Haytko D.L. Firm-to-firm and interpersonal relationships: Perspectives from advertising agency account managers. Journal of the Academy of Marketing Science 32 3 (2004) 312-328
42. Hedström P., and Swedberg R. Social mechanisms: An introductory essay. In: Hedström P., and Swedberg R. (Eds). Social mechanisms: An analytical approach to social theory (1998), Cambridge University Press, Cambridge
43. Heide J.B., and Wathne K.H. Friends, businesspeople, and relationship roles: A conceptual framework and a research agenda. Journal of Marketing 70 (2006) 90-103
44. Hennart J.-F. A transaction costs theory of equity joint ventures. Strategic Management Journal 9 4 (1988) 361-374
45. Hennart J.-F., and Reddy S. The choice between mergers/acquisitions and joint ventures: The case of Japanese investors in the United States. Strategic Management Journal 18 1 (1997) 1-12
46. Hennart J.-F., and Zeng M. Cross-cultural differences and joint venture longevity. Journal of International Business Studies 33 4 (2002) 699-716
47. Håkansson H., and Snehota I. No business is an island: The network concept of business strategy. Scandinavian Journal of Management 5 3 (1989) 187-200
48. Håkansson H., and Snehota I. "No business is an island'' 17 years later. Scandinavian Journal of Management 22 3 (2006) 271-274
49. Hyder A., and Ghauri P.N. Managing international joint venture relationships: A longitudinal perspective. Industrial Marketing Management 29 3 (2000) 205-218
50. Inkpen A.C., and Beamish P.W. Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review 22 1 (1997) 177-202
51. Inkpen A.C., and Currall S.C. The coevolution of trust, control, and learning in joint ventures. Organisation Science 15 5 (2004) 586-599
52. Jarillo J.C. On strategic networks. Strategic Management Journal 9 1 (1988) 31-41
53. Johnson J.L., Cullen J.B., Sakano T., and Bronson J.B. Drivers and outcomes of parent company intervention in IJV management: A cross-cultural comparison. Journal of Business Research 52 1 (2001) 35-49
54. Kedia B.L., and Bhagat R.S. Cultural constraints on transfer of technology across nations: Implications for research in international and comparative management. Academy of Management Review 13 4 (1988) 559-571
55. Kemp R., and Ghauri P.N. The dynamics of joint venture relationships: A longitudinal perspective of two case studies. Research in Marketing 14 (1998) 123-150
56. Killing P. Understanding alliances: The role of task and organisational complexity. In: Contractor F., and Lorange P. (Eds). Cooperative strategies in international business (1988), Lexington Books, Lexington
57. Kogut B. A study of the life cycle of joint ventures. Management International Review 28 (1988) 39-52
58. Kogut B., and Zander U. Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies 24 4 (1993) 625-645
59. Langley A. Strategies for theorizing from process data. Academy of Management Review 24 4 (1999) 691-710
60. Larson A. Network dyads in entrepreneurial setting: A study of the governance of exchange relationships. Administrative Science Quarterly 37 1 (1992) 76-104
61. Lorange P., and Roos J. Strategic alliances: Formation, implementation and evolution (1992), Blackwell Publishers, Cambridge
62. Melin L. The field-of-force metaphor. In: Cavusgil T.S. (Ed). Advances in international marketing (1989), JAI Press, Greenwich, CT
63. Moore K., and Birkinshaw J. Managing knowledge in global service firms: Centers of excellence. Academy of Management Executive 12 4 (1998) 81-92
64. Möller K., and Halinen A. Business relationships and networks: Managerial challenge of network era. Industrial Marketing Management 28 5 (1999) 413-427
65. Nahapiet J., and Ghoshal S. Social capital, intellectual capital and the organisational advantage. Academy of Management Review 23 2 (1998) 242-266
66. O'Donnell S. Managing foreign subsidiaries: Agents of headquarters or an independent network. Strategic Management Journal 21 5 (2000) 525-548
67. Orton J.D. From inductive to iterative grounded theory: Zipping the gap between process theory and process data. Scandinavian Journal of Management 13 4 (1997) 419-438
68. Parkhe A. Interfirm diversity, organisational learning and longevity in global strategic alliances. Journal of International Business Studies 22 4 (1991) 579-601
69. Parkhe A. Messy research, methodological predispositions, theory development in international joint ventures. Academy of Management Review 18 2 (1993) 227-268
70. Pentland B.T. Building process theory with narrative: From description to explanation. Academy of Management Review 24 4 (1999) 711-724
71. Pettigrew A. What is proccessual analysis?. Scandinavian Journal of Management 13 4 (1997) 337-348
72. Pirilä H. Baltic rim economies-bimonthly review (2005), Turku School of Economics and Business Administration, Pan-European Institute, Turku
73. Rehn A., Strannegård L., and Tryggestad K. Putting process through its paces. Scandinavian Journal of Management 23 3 (2007) 229-232
74. Ritter T. A framework for analyzing interconnectedness of relationships. Industrial Marketing Management 29 4 (2000) 317-326
75. Salmi, A. (1995). Institutionally changing networks. Doctoral dissertation. Helsinki: Helsinki School of Economics and Business Administration.
76. Schmid S., and Schurig S. The development of critical capabilities in foreign subsidiaries: Disentangling the role of the subsidiary's business network. International Business Review 12 6 (2003) 755-782
77. Scott-Kennel J., and Enderwick P. Inter-firm alliance and network relationships and the eclectic paradigm of international production: An exploratory analysis of quasi-internalisation at the subsidiary level. International Business Review 13 4 (2004) 425-445
78. Shenkar O., and Zeira Y. Human resources management in international joint ventures: Directions for research. Academy of Management Review 12 3 (1987) 546-557
79. Spekman R., Forbes T., Isabella L., and MacAvoy T. Alliance management: A view from the past and a look to the future. Journal of Management Studies 35 6 (1998) 747-772
80. Taggart J.H. Identification and development of strategy at the subsidiary level. In: Birkinshaw J., and Hood N. (Eds). Multinational corporate evolution and subsidiary development (1998), MacMillan Press, Houndsmills
81. Tsoukas H. The validity of idiographic research explanations. Academy of Management Review 14 4 (1989) 551-561
82. Uzzi B. Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly 42 1 (1997) 35-67
83. Van de Ven A., and Poole M.S. Alternative approaches for studying organizational change. Organization Studies 26 9 (2005) 1377-1404
84. Woodside A.G., and Pitts R.E. Toward a behavioural theory of international joint venture strategies. In: Woodside A.G., and Pitts R.E. (Eds). Creating and managing international joint ventures (1996), Quorum Books, Westport
85. Zeira Y., and Newburry W. Equity international joint ventures (EIJVs) and international acquisitions (IAs): Generic differences in the pre- and post-incorporation stages. Management International Review 39 4 (1999) 323-352