Achieving value co-creation through cooperation in international joint ventures: A two-level perspective |
| |
| Institution: | 1. Department of Marketing, School of Business Administration, Faculty of Business Administration, Southwestern University of Finance and Economics, No. 555, Liutai Road, Wenjiang District, Chengdu, China;2. Department of Marketing, City University of Hong Kong, Kowloon, Hong Kong SAR City University of Hong Kong Shenzhen Research Institute, Shenzhen, China;1. Politecnico di Milano, DIG, Italy;2. SKEMA Business School – Université Côte d’Azur, France;3. Politecnico di Torino, DIGEP and The Future Urban Legacy Lab (FULL) and Bureau of Entrepreneurial Finance, Italy;1. Fisher College of Business, The Ohio State University, 2100 Neil Ave, Columbus, OH 43210, United States;2. KAIST College of Business, Korea Advanced Institute of Science and Technology, 85 Hoegi-Ro, Dongdaemoon-Gu, Seoul 02455, South Korea;3. WOORI Finance Research Institute, 7th Floor, 48 Sogong-Ro, Jung-Gu, Seoul 04631, South Korea;1. Bayes Business School, City University, 106 Bunhill Row, London EC1Y 8TZ, United Kingdom;2. Southampton Business School. University of Southampton, Building 2, 12 University Road, Highfield, Southampton SO17 1BJ, United Kingdom;1. National Research Base of Intelligent Manufacturing Service. Chongqing Technology & Business University Chongqing 400067, China;2. Management. Haub School of Business. Saint Joseph’s University. Philadelphia, PA 19131, USA;1. LUT University, School of Business and Management, Finland;2. LAB University of Applied Sciences, Finland;3. Turku School of Economics, Finland |
| |
| Abstract: | How can international joint ventures (IJVs) enhance value co-creation? Using a resource-based view (RBV), this study examines whether partners’ cultural compatibility and parent companies’ asset complementarity foster top-level cooperation and/or operating-level cooperation in IJVs and investigates the underlying mechanisms (i.e., top-level goal alignment and operating-level goal alignment) in IJV relationships. This study also scrutinizes the differing impacts of top-level and operating-level cooperation on value co-creation in IJVs. The findings from a survey of 200 IJVs in China show that partners’ cultural compatibility positively affects top-level cooperation primarily through top-level goal alignment, while asset complementarity positively affects operating-level cooperation through operating-level goal alignment. Furthermore, operating-level cooperation has a stronger effect on value co-creation than top-level cooperation. This study offers fresh insights into IJV cooperation and value co-creation by introducing a two-level perspective and provides important managerial implications for the development of sustainable IJVs. |
| |
| Keywords: | Partners’ cultural compatibility Asset complementarity Goal alignment Cooperation Value co-creation Resource-based view |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
