Skip to main content
SpringerLink
Log in

How does local partners network embeddedness affect international joint venture survival in different subnational contexts?

  • Published:
Asia Pacific Journal of Management Aims and scope Submit manuscript

Abstract

Do local partners' network attributes affect the survival of high-tech international joint ventures (IJV)? How does the effect of network attributes vary in different subnational institutional environments? While the classic economic explanation for IJV formation and subsequent performance draws from the resource-based view (RBV), we add the relational dimension to explain that IJV survival may be affected by local partners’ relation-specific assets within the local network. We test the effect of the local partners’ network attributes as calculated by UCINET (centrality, network status, and structural hole position) on IJV survival. We additionally assert that this relationship is moderated by subnational institutional heterogeneity. Using our sample of 125 IJV dyadic pairs of US multinational enterprises (MNEs) operating in high-tech industries and their local partners in China, we find partial support for our claims.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1

Similar content being viewed by others

References

  • Ainuddin, R. A., Beamish, P. W., Hulland, J. S., & Rouse, M. J. 2007. Resource attributes and firm performance in international joint ventures. Journal of World Business, 42(1): 47–60.

    Google Scholar 

  • Alas, R., & Gao, J. 2011. Crisis management in Chinese organizations: Benefiting from the changes. Basingstoke: Palgrave Macmillan.

    Google Scholar 

  • Alcantara, L., Mitsuhashi, H., & Hoshino, Y. 2006. Legitimacy in international joint ventures: It is still needed. Journal of International Management, 12(4): 389–407.

    Google Scholar 

  • Allison, P. D., & Christakis, N. A. 2006. Fixed-effects methods for the analysis of nonrepeated events. Sociological Methodology, 36(1): 155–172.

    Google Scholar 

  • Arya, B., & Lin, Z. 2007. Understanding collaboration outcomes from an extended resource-based view perspective: The roles of organizational characteristics, partner attributes, and network structures. Journal of Management, 33(5): 697–723.

    Google Scholar 

  • Asanuma, B. 1989. Manufacturer-supplier relationships in Japan and the concept of relation-specific skill. Journal of the Japanese and International Economies, 3: 1–30.

    Google Scholar 

  • Ault, J. K., & Spicer, A. 2014. The institutional context of poverty: State fragility as a predictor of cross-national variation in commercial microfinance lending. Strategic Management Journal, 35(12): 1818–1838.

    Google Scholar 

  • Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99–120.

    Google Scholar 

  • Baum, J. A., Calabrese, T., & Silverman, B. S. 2000. Don’t go it alone: Alliance network composition and startups performance in Canadian biotechnology. Strategic Management Journal: 267–294.

    Google Scholar 

  • Beamish, P. W. 1993a. The characteristics of joint ventures in the People’s Republic of China. Journal of International Marketing, 1: 29–48.

    Google Scholar 

  • Beamish, P. W. 1993b. The characteristics of joint ventures in the People's Republic of China. Journal of International marketing, 29-48.

  • Beamish, P. W., & Banks, J. C. 1987. Equity joint ventures and the theory of the multinational enterprise. Journal of International Business Studies, 1–16.

    Google Scholar 

  • Beamish, P. W., & Kachra, A. 2004. Number of partners and JV performance. Journal of World Business, 39(2): 107–120.

    Google Scholar 

  • Benjamin, B. A., & Podolny, J. M. 1999. Status, quality, and social order in the California wine industry. Administrative Science Quarterly, 44(3): 563–589.

    Google Scholar 

  • Berry, H., Guillén, M., & Zhou, N. 2010. An institutional approach to cross-national distance. Journal of International Business Studies, 41(9): 1460–1480.

    Google Scholar 

  • Bhalla, V. K. 2013. International Business. New Delhi: S. Chand Publishing.

    Google Scholar 

  • Blodgett, L. L. 1991. Partner contributions as predictors of equity share in international joint ventures. Journal of International Business Studies, 1: 63–78.

    Google Scholar 

  • Blodgett, L. L. 1992. Research notes and communications factors in the instability of international joint ventures: An event history analysis. Strategic Management Journal, 13(6): 475–481.

    Google Scholar 

  • Bonacich, P. 1987. Power and centrality: A family of measures. American Journal of Sociology, 92(5): 1170–1182.

    Google Scholar 

  • Borgatti, S. P., Everett, M. G., & Freeman, L. C. 2002. Ucinet 6 for Windows: Software for Social network analysis. Harvard: Analytic Technologies.

  • Bruce Kogut, (1989b) The Stability of Joint Ventures: Reciprocity and Competitive Rivalry. The Journal of Industrial Economics 38 (2):183

    Google Scholar 

  • Burgers, W., & Padgett, D. 2009. Understanding environmental risk for IJVs in China Management International Review, 49(3): 337–357.

    Google Scholar 

  • Burt, R. S. 1992. Structural Holes. Cambridge: Harvard University Press.

  • Burt, R. S. 2005. Brokerage and closure: An introduction to social capital. Oxford: Oxford University Press.

  • Certo, S. T., Busenbark, J. R., Woo, H., & Semadeni, M. 2016. Sample selection bias and Heckman model in strategic management research. Strategic Management Journal, 37(13): 2639–2657.

    Google Scholar 

  • Chabowski, B. R., Hult, G. T. M., Kiyak, T., & Mena, J. A. 2010. The structure of JIBS's social network and the relevance of intra-country variation: A typology for future research. Journal of International Business Studies, 41(5): 925–934.

    Google Scholar 

  • Chan, C. M., Makino, S., & Isobe, T. 2010. Does sub-national region matter? Foreign affiliate performance in the U.S. and China. Strategic Management Journal, 31(11): 1226–1243.

    Google Scholar 

  • Chang, S. 2004. Venture capital financing, strategic alliances and the initial public offering of internet startups. Journal of Business Venturing, 19: 721–741.

    Google Scholar 

  • Chang, S. J., & Xu, D. 2008. Spillovers and competition among foreign and local firms in China. Strategic Management Journal, 29(5): 495–518.

    Google Scholar 

  • Chen, V. Z., Li, J., & Shapiro, D. M. 2015. Subnational institutions and outward FDI by Chinese firms: The mediating role of firm-specific advantages. The. Multinational Business Review, 23(4): 254–276.

    Google Scholar 

  • Cheng, L. K., & Kwan, Y. K. 2000. What are the determinants of the location of foreign direct investment? The Chinese experience. Journal of International Economics, 51(2): 379–400.

    Google Scholar 

  • Cheung, G. W., & Chow, I. H. S. 1999. Subcultures in Greater China: A comparison of managerial values in the People's Republic of China, Hong Kong, and Taiwan. Asia Pacific Journal of Management, 16(3): 369–387.

    Google Scholar 

  • Chiao, Y. C., Yu, C. M. J., & Peng, J. T. A. 2009. Partner nationality, market-focus and IJV performance: A contingent approach. Journal of World Business, 44(3): 238–249.

    Google Scholar 

  • Chung, S., Singh, H., & Lee, K. 2000. Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, 21: 1–22.

    Google Scholar 

  • Cox, D. R., & Oakes, D. 1984. Analysis of survival data, Boca Raton: Chapman & Hall/CRC.

  • Damanpour, F., Devece, C., Chen, C. C., & Pothukuchi, V. 2012. Organizational culture and partner interaction in the management of international joint ventures in India. Asia Pacific Journal of Management, 29(2): 453–478.

    Google Scholar 

  • Das, T. K., & Teng, B. S. 1999. Managing risks in strategic alliances. Academy of Management Executive, 13(4): 50–62.

    Google Scholar 

  • Das, T. K., & Teng, B. S. 2000. A resource-based theory of strategic alliances. Journal of Management, 26(1): 31–61.

    Google Scholar 

  • Delios, A., & Beamish, P. W. 2004. Joint venture performance revisited: Japanese foreign subsidiaries worldwide. Management International Review: 69–91.

  • Dhanaraj, C., & Beamish, P. W. 2004. Effect of equity ownership on the survival of international joint ventures. Strategic Management Journal, 25: 295–305.

    Google Scholar 

  • Dunning, J. H. 1998. Location and the multinational enterprise: A neglected factor? Journal of International Business Studies, 29(1): 45–66.

    Google Scholar 

  • Dyer, J. H. 1996. Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry. Strategic Management Journal, 17: 271–292.

    Google Scholar 

  • Dyer, J. H., & Singh, H. 1998. The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4): 660–679.

    Google Scholar 

  • Ebbers, J. J., & Wijnberg, N. M. 2010. Disentangling the effects of reputation and network position on the evolution of alliance networks. Strategic Organization, 8(3): 255–275.

    Google Scholar 

  • Fan, Y. 2007. “Gūanxi”, government and corporate reputation in China: Lessons for international companies. Marketing Intelligence & Planning, 25(5): 499–510.

    Google Scholar 

  • Freeman, L. C. 1979. Centrality in social networks conceptual clarification. Social Networks, 1(3): 215–239.

    Google Scholar 

  • Geringer, J. M., & Hebert, L. 1991. Measuring performance of international joint ventures. Journal of International Business Studies, 22(2): 249–263.

    Google Scholar 

  • Gnyawali, D. R., & Madhavan, R. 2001. Cooperative networks and competitive dynamics: A structural embeddedness perspective. Academy of Management Review, 26(3): 431–445.

    Google Scholar 

  • Granovetter, M. 1985. Economic action and social structure: The problem of embeddedness. American Journal of Sociology: 481–510.

    Google Scholar 

  • Gulati, R. 1995. Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly: 619–652.

    Google Scholar 

  • Gulati, R. 1999. Network location and learning: The influence of network resources and firm capabilities on alliance formation. Strategic Management Journal, 20(5): 397–420.

    Google Scholar 

  • Gulati, R., & Gargiulo, M. 1999. Where do interorganizational networks come from? American Journal of Sociology, 104(5): 1439–1493.

    Google Scholar 

  • Gulati, R., & Higgins, M. C. 2003. Which ties matter when? The contingent effects of interorganizational partnerships on IPO success. Strategic Management Journal, 24(2): 127–144.

    Google Scholar 

  • Guler, I., & Guillen, M. F. 2010. Home country networks and foreign expansion: Evidence from the venture capital industry. Academy of Management Journal, 53(2): 390–410.

    Google Scholar 

  • Hamel, G. 1991. Competition for competence and inter-partner learning within international strategic alliances. Strategic Management Journal, 12(Summer): 83–103.

    Google Scholar 

  • Hamel, G., Doz, Y., & Prahalad, C. 1989. Collaborate with your competitors. Harvard Business Review, 67(1): 133–139.

    Google Scholar 

  • Hannan, M. T., & Freeman, J. 1984. Structural inertia and organizational change. American Sociological Review: 149–164.

    Google Scholar 

  • Hannan, M. T., & Freeman, J. 1989. Organizations and social structure. Organizational. Ecology: 3–27.

  • Hanvanich, S., Dröge, C., & Calantone, R. 2003. Reconceptualizing the meaning and domain of marketing knowledge. Journal of Knowledge Management, 7(4): 124–135.

    Google Scholar 

  • Heckman, J. J. 1979. Sample selection bias as a specification error. Econometrica, 47: 153–161.

    Google Scholar 

  • Hennart, J. F. 1988. A transaction costs theory of equity joint ventures. Strategic Management Journal, 9(4): 361–374.

    Google Scholar 

  • Hennart, J. F., Kim, D. J., & Zeng, M. 1998. The impact of joint venture status on the longevity of Japanese stakes in US manufacturing affiliates. Organization Science, 9(3): 382–395.

    Google Scholar 

  • Hennart, J. F., & Reddy, S. 1997. The choice between mergers/acquisitions and joint ventures: The case of Japanese investors in the United States. Strategic Management Journal, 18(1): 1–12.

    Google Scholar 

  • Hoenen, A. K., & Kostova, T. 2015. Utilizing the broader agency perspective for studying headquarters-subsidiary relations inmultinational companies. Journal of International Business Studies, 46(1): 104–113.

    Google Scholar 

  • Hoskisson, R., Hitt, M., Johnson, R., & Moesel, D. 1993. Construct validity of an objective (entropy) categorical measure of diversification strategy. Strategic Management Journal, 14: 215–235.

    Google Scholar 

  • Huang, J. J. T., & Kao, H. J. 2006. Mergers and acquisitions in China. Jones Day Publication: http://www.jonesday.com/mergers-and-acquisitions-in-china-07-25-2006/

  • Huo, Y. P., & Randall, D. M. 1991. Exploring subcultural differences in Hofstede's value survey: The case of the Chinese. Asia Pacific Journal of Management, 8(2): 159–173.

    Google Scholar 

  • Inkpen, A. C., & Beamish, P. W. 1997. Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review, 22(1): 177–202.

    Google Scholar 

  • Inkpen, A. C., & Tsang, E. W. 2005. Social capital, networks, and knowledge transfer. Academy of Management Review, 30(1): 146–165.

    Google Scholar 

  • Jiang, M. S., & MacKenzie, H. H. 2011. Bargaining Power for local IJV partners: Local knowledge and skills. Working paper, Brock University.

  • Jouanjean, M. A., Maur, J. C., & Shepherd, B. 2011. Reputation matters: spillover effects in the enforcement of US SPS measures. Working Paper. LICOS Discussion paper no. 302, Leuven.

  • Kang, M. P., Mahoney, J. T., & Tan, D. 2009. Why firms make unilateral investments specific to other firms: The case of OEM suppliers. Strategic Management Journal, 30(2): 117–135.

    Google Scholar 

  • Kao, P. T. 2013. Institutional change and foreign market entry behaviour of the firm: A longitudinal study of three Swedish firms in China. Doctoral Thesis, Uppsala University.

  • Kengelbach, J., Klemmer, D., & Roos, A. 2013. BRICS versus MORTAR? Winning at M&A in emerging markets. Boston: Boston Consulting Group.

  • Khanna, T., & Palepu, K. G. 2010. Winning in emerging markets: a road map for strategy and execution. Boston: Harvard Business Press.

  • Kim, S. Y. 2014. Influence of firm and partner resources on firm performance in the alliance portfolio. Management, 17(2): 88–109.

    Google Scholar 

  • Kogut, B. 1988. Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9(4): 319–332.

    Google Scholar 

  • Kogut, B. 1989a. The stability of joint ventures: Reciprocity and competitive rivalry. Journal of Industrial Economics, 38(2): 183–198.

    Google Scholar 

  • Kogut, B., & Singh, H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3): 411–432.

    Google Scholar 

  • Koka, B. R., & Prescott, J. E. 2008. Designing alliance networks: the influence of network position, environmental change, and strategy on firm performance. Strategic Management Journal, 29(6): 639–661.

    Google Scholar 

  • Laursen, K., Masciarelli, F., & Prencipe, A. 2012. Trapped or spurred by the home region: The effects of potential social capital on involvement in foreign markets for goods and technology. Journal of International Business Studies, 43: 783–807.

    Google Scholar 

  • Lavie, D. 2007. Alliance portfolios and firm performance: A study of value creation and appropriation in the US software industry. Strategic Management Journal, 28(12): 1187–1212.

    Google Scholar 

  • Li, J. 1995. Foreign entry and survival: Effects of strategic choices on performance in international markets. Strategic Management Journal, 16(5): 333–351.

    Google Scholar 

  • Lin, Z., Peng, M. W., Yang, H., & Sun, L. 2009a. How do networks and learning drive M&As? An Institutional Comparison between China and the United States. Strategic Management Journal, 30(10): 1113–1132.

    Google Scholar 

  • Lin, Z., Yang, H., & Arya, B. 2009b. Alliance partners and firm performance: Resource complementarity and status association. Strategic Management Journal, 30: 921–940.

    Google Scholar 

  • Lu, J. W., & Beamish, P. W. 2006. SME internationalization and performance: Growth vs. profitability. Journal of International Entrepreneurship, 4(1): 27–48.

    Google Scholar 

  • Luo, Y. 1997. Partner selection and venturing success: The case of joint ventures with firms in the People's Republic of China. Organization Science, 8: 648–662.

    Google Scholar 

  • Lyles, M. A., & Salk, J. E. 1996. Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context. Journal of International Business Studies, 27(5): 877–903.

    Google Scholar 

  • Ma, X., Tong, T. W., & Fitza, M. 2013. How much does subnational region matter to foreign subsidiary performance? Evidence from Fortune Global 500 Corporations’ investment in China. Journal of International Business Studies, 44(1): 66–87.

    Google Scholar 

  • Madhok, A. 1997. Cost, value and foreign market entry mode: The transaction and the firm. Strategic Management Journal, 18(1): 39–61.

    Google Scholar 

  • Makino, S., & Delios, A. 1996. Local knowledge transfer and performance: Implications for alliance formation in Asia. Journal of International Business Studies, 27(5): 905–927.

    Google Scholar 

  • Meschi, P. X. 2005. Environmental uncertainty and survival of international joint ventures: The case of political and economic risk in emerging countries. European Management Review, 2(2): 143–152.

    Google Scholar 

  • Meschi, P. X., & Wassmer, U. 2013. The effect of foreign partner network embeddedness on international joint venture failure: Evidence from European firms’ investments in emerging economies. International Business Review, 22(4): 713–724.

    Google Scholar 

  • Meyer, K. E. 2001. Institutions, transaction costs, and entry mode choice in Eastern Europe. Journal of International Business Studies, 32(2): 357–367.

    Google Scholar 

  • Meyer, K. E., & Nguyen, H. V. 2005. Foreign Investment Strategies and Sub-national Institutions in Emerging Markets: Evidence from Vietnam. Journal of Management Studies, 42(1): 63–93.

    Google Scholar 

  • Mjoen, H., & Tallman, S. 1997. Control and performance in international joint ventures. Organization Science, 8(3): 257–274.

    Google Scholar 

  • Morris, M. W., Williams, K. Y., Leung, K., Larrick, R., Mendoza, M. T., Bhatnagar, D., & Hu, J. C. 1998. Conflict management style: Accounting for cross-national differences. Journal of International Business Studies: 729–747.

    Google Scholar 

  • Mowery, D. C., Oxley, J. E., & Silverman, B. S. 1996. Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17: 77–91.

    Google Scholar 

  • Nadolska, A., & Barkema, H. G. 2007. Learning to internationalise: The pace and success of foreign acquisitions. Journal of International Business Studies, 38(7): 1170–1186.

    Google Scholar 

  • Nakamura, M. 2005. Joint venture instability, learning and the relative bargaining power of the parent firms. International Business Review, 14(4): 465–493.

    Google Scholar 

  • Norusis, M. 2004. SPSS 13.0 advanced statistical procedures companion. Upper Saddle-River: Prentice Hall.

  • Oliver, C. 1990. Determinants of interorganizational relationships: Integration and future directions. Academy of Management Review, 15(2): 241–265.

    Google Scholar 

  • Ozmel, U., Reuer, J. J., & Gulati, R. 2013. Signals across multiple networks: How venture capital and alliance networks affect interorganizational collaboration. Academy of Management Journal, 56(3): 852–866.

    Google Scholar 

  • Pan, Y., & Chi, P. S. 1999. Financial performance and survival of multinational corporations in China. Strategic Management Journal: 359–374.

    Google Scholar 

  • Parkhe, A. 1993a. Strategic alliance structuring: A game theoretic and transaction costs examination of interfirm cooperation. Academy of Management Journal, 36: 794–829.

    Google Scholar 

  • Parkhe, A. 1993b. Partner nationality and the structure-performance relationship in strategic alliances. Organization Science, 4: 301–324.

    Google Scholar 

  • Peng, M. W. 2003. Institutional transitions and strategic choices. Academy of Management Review, 28(2): 275–296.

    Google Scholar 

  • Peng, M. W. 2006. Making M&A fly in China. Harvard Business Review, 84(3): 26–27.

    Google Scholar 

  • Peteraf, M. A. 1993. The cornerstones of competitive advantage: a resource-based view. Strategic Management Journal, 14(3): 179–191.

    Google Scholar 

  • Pfeffer, J. 1992. Managing with power: Politics and influence in organizations. Boston:Harvard Business School Press.

    Google Scholar 

  • Pfeffer, J., & Salancik, G. R. 1978. The external control of organizations: A resource-dependence perspective. New York: Harper & Row.

  • Podolny, J. M. 1993. A status-based model of market competition. American Journal of Sociology, 98: 829–872.

    Google Scholar 

  • Podolny, J. M. 1994. Market uncertainty and the social character of economic exchange. Administrative Science Quarterly: 458–483.

    Google Scholar 

  • Podolny, J. M. 2001. Networks as the pipes and prisms of the market. American Journal of Sociology, 107(1): 33–60.

    Google Scholar 

  • Podolny, J. M. 2005. Status Signals. New Jersey: Princeton University Press.

    Google Scholar 

  • Podolny, J. M., & Stuart, T. E. 1995. A role-based ecology of technological change. American Journal of Sociology, 100(5): 1224–1260.

    Google Scholar 

  • Polidoro, F., Ahuja, G., & Mitchell, W. 2011. When the social structure overshadows competitive incentives: The effects of network embeddedness on joint venture dissolution. Academy of Management Journal, 54(1): 203–223.

    Google Scholar 

  • Pollock, T. G., & Gulati, R. 2007. Standing out from the crowd: the visibility-enhancing effects of IPO-related signals on alliance formation by entrepreneurial firms. Strategic Organization, 5(4): 339–372.

    Google Scholar 

  • Porter, M. E., & Fuller, M. B. 1986. Coalitions and global strategy. Competition in Global Industries, 1(10): 315–343.

    Google Scholar 

  • Portes, A. 1998. Social capital: Its origins and applications in modern sociology. Annual Review of Sociology, 24: 1–24.

    Google Scholar 

  • Rabe-Hesketh, S., & Skrondal, A. 2012. Multilevel and longitudinal modeling using Stata. College Station: Stata.

  • Ren, H., Gray, B., & Kim, K. 2009. Performance of international joint ventures: What factors really make a difference and how? Journal of Management, 35(3): 805–832.

    Google Scholar 

  • Reuer, J. J., & Koza, M. 1998. International joint venture instability and corporate strategy. INSEAD Working paper no. 98/55, Fontainbleu.

  • Rindova, V., Williamson, I., Petkova, A., & Sever, J. 2005. Being good or being known: An empirical examination of the dimensions, antecedents, and consequences of organizational reputation. Academy of Management Journal, 48: 1033–1050.

    Google Scholar 

  • Schilling, M. A., & Steensma, H. K. 2002. Disentangling the theories of firm boundaries: A path model and empirical test. Organization Science, 13(4): 387–401.

    Google Scholar 

  • Shaver, J., Mitchell, W., & Yeung, B. 1997. The effect of own firm and other-firm experience on foreign direct investment survival in the United States, 198792. Strategic Management Journal, 18(10): 811824.

    Google Scholar 

  • Shaver, J. M. 1998. Accounting for endogeneity when assessing strategy performance: Does entry mode choice affect FDI survival? Management Science, 44(4): 571–585.

    Google Scholar 

  • Shi, W. L., Sun, S. L., & Peng, M. W. 2012. Sub-national institutional contingencies, network positions, and IJV partner selection. Journal of Management Studies, 49(7): 1221–1245.

    Google Scholar 

  • Shi, W. S., Sun, S. L., Pinkham, B. C., & Peng, M. W. 2014. Domestic alliance network to attract foreign partners: Evidence from international joint ventures in China. Journal of International Business Studies, 45(3): 338–362.

    Google Scholar 

  • Shipilov, A. V., & Li, S. X. 2008. Can you have your cake and eat it too? Structural holes' influence on status accumulation and market performance in collaborative networks. Administrative Science Quarterly, 53(1): 73–108.

    Google Scholar 

  • Stuart, T. E. 2000. Interorganizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry. Strategic Management Journal, 21: 791–911.

    Google Scholar 

  • Stuart, T. E., Hoang, H., & Hybels, R. 1999. Interorganizational endorsements and the performance of entrepreneurial ventures. Administrative Science Quarterly, 44: 315–349.

    Google Scholar 

  • Szulanski, G. 1995. Unpacking stickiness: an empirical investigation of the barriers to transfer best practice inside the firm. Academy of Management Proceedings, 1: 437–441.

    Google Scholar 

  • Tang, J. A., & Liu, B. S. 2011. A Network Based Theory of Foreign Market Entry Mode and Post-Entry Performance. International Journal of Business and Social Science, 2.23(Special Issue): 50–59.

  • Teece, D. J. 1986. Transactions cost economics and the multinational enterprise: An Assessment. Journal of Economic Behavior & Organization, 7(1): 21–45.

    Google Scholar 

  • Thye, S. R. 2000. A status value theory of power in exchange relations. American Sociological Review, 65: 407–432.

    Google Scholar 

  • Tomlinson, J. W. C. 1970. The joint venture process in international business: India and Pakistan. Cambridge, MA:The MIT Press.

  • Tsang, E. W. 2002. Acquiring knowledge by foreign partners from international joint ventures in a transition economy: Learning-by-doing and learning myopia. Strategic Management Journal, 23(9): 835–854.

    Google Scholar 

  • Walker, G. 1988. Network analysis for cooperative interfirm relationships. In F. J. Contractor, & P. Lorange (Eds.). Cooperative strategies in international business: 227–240. Lexington Books.

  • Wan, W. P., & Hoskisson, R. E. 2003. Home country resource environments, corporate diversification strategies and firm performance. Academy of Management Journal, 46: 27–45.

    Google Scholar 

  • Washington, M., & Zajac, E. J. 2005. Status evolution and competition: Theory and evidence. Academy of Management Journal, 48: 282–296.

    Google Scholar 

  • Williamson, O. E. 1975. Markets and hierarchies: Analysis and antitrust implications. New York: Free Press.

  • Williamson, O. E. 1985. The economic institutions of capitalism. New York: Simon and Schuster.

  • Winter, S. G. 2012. Purpose and progress in the theory of strategy: Comments on Gavetti. Organization Science, 23(1): 288–297.

    Google Scholar 

  • World Bank 2006. China, governance, investment climate, and harmonious society: competitiveness enhancements for 120 cities in China, World Bank Report no. 37759-CN. Washington: DC.

  • Xiao, Z., & Tsui, A. S. 2007. When brokers may not work: The cultural contingency of social capital in Chinese high-tech firms. Administrative Science Quarterly, 52(1): 1–31.

    Google Scholar 

  • Xu, C. 2006. Chinese reform and Chinese regional decentralization. Paper presented at Macau Conference,- policydialogue.org (Vol. 29).

  • Yan, A., & Luo, Y. 2016. International joint ventures: Theory and practice. New York: Routledge.

  • Yang, H., Lin, Z., & Lin, Y. 2010. A multilevel framework of firm boundaries: Firm characteristics, dyadic differences, and network attributes. Strategic Management Journal, 31(3): 237–261.

    Google Scholar 

  • Yang, H., Lin, Z. J., & Peng, M. W. 2011. Behind acquisitions of alliance partners: Exploratory learning and network embeddedness. Academy of Management Journal, 54(5): 1069–1080.

    Google Scholar 

  • Yu, T., & Lester, R. H. 2008. Moving beyond firm boundaries: A social network perspective on reputation spillover. Corporate Reputation Review, 11(1): 94–108.

    Google Scholar 

  • Zaheer, A., & Bell, G. G. 2005. Benefiting from network position: Firm capabilities, structural holes, and performance. Strategic Management Journal, 26(9): 809–882.

    Google Scholar 

  • Zaheer, S. 1995. Overcoming the liability of foreignness. Academy of Management Journal, 38(2): 341–363.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. School of Business, The College of New Jersey, P.O. Box 7718 2000 Pennington Rd., Ewing, NJ, 08628, USA

    Jinsil Kim

  2. Naveen Jindal School of Management, The University of Texas at Dallas, Richardson, TX, 75080, USA

    Kyun Kim

Authors
  1. Jinsil Kim
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Kyun Kim
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Jinsil Kim.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Kim, J., Kim, K. How does local partners network embeddedness affect international joint venture survival in different subnational contexts?. Asia Pac J Manag 35, 1055–1080 (2018). https://doi.org/10.1007/s10490-017-9540-1

Download citation

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10490-017-9540-1

Keywords

Search

Navigation