The refugee entrepreneurship process from/in emerging economies

International Entrepreneurship and Management Journal - The paper examines several refugee experiences in Mexico and presents their reasons for leaving their home countries. A gap in research is...     

Technology transfer, specific local knowledge and entrepreneurial partner control in international joint ventures

Previous research has sought to demonstrate the influence of control of an IJV on achieving the learning objectives of the partners involved. However, the effect that certain types of learning have on the control of the IJV, which are vital for the success of the internationalization of the entrepreneurial firm, has yet to be explored. The results from case studies of six IJVs show that, during the post-formation stage, the configuration of entrepreneurial partner control over the IJV is conditioned by both technology transfer and by learning specific local knowledge by the entrepreneurial partner. The study also shows that the negative relation between trust and control suggested by the literature is limited to cases where trust has broken down. Greater levels of trust are also compatible with greater control with a view to appropriately exploiting when firms see the need to intensify control or need to implement new control mechanisms in order to properly exploit the resources contributed to the IJV.     

Cooperative learning in creating and managing joint ventures

This study examines how and under what conditions joint ventures facilitate cooperative learning. The study analyzes how a joint-venture approach facilitates initial learning in the cooperative process and considers to what extent inter-organizational factors such as commitment, trust, control and conflict resolution affect the partners involved. The study then compares these hypotheses based on a sample of 74 international joint ventures (IJVs). The results provide empirical evidence to show that commitment is both a significant and essential variable, yet they also illustrate that this type of cooperation is not enough on its own for partners to learn how to cooperate effectively.     

The influence of cultural differences in cooperative learning through joint ventures

This study analyzes the influence on interorganizational learning attributed to differences in organizational cultures of partnering firms, through joint ventures. We attempt to carry out an in-depth analysis into the type of influences involved and whether they are positive or negative, or if they foster or hinder learning. We analyze a sample consisting of firms that had entered into a joint venture and then contrasted our hypotheses against the sample using structural equations. The results confirm the existence of a degree of influence and conclude that this influence is positive for this type of learning.     

Correction to: When intentions turn into action: Pathways to successful firm performance

International Entrepreneurship and Management Journal -     

When intentions turn into action: pathways to successful firm performance

International Entrepreneurship and Management Journal - Entrepreneurship brings wealth to nations and contributes to their economic growth. People can take many paths to become entrepreneurs. Some...