Performance effects of alternative joint venture resource responsibility structures |
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| Affiliation: | 1. HAN University of Applied Sciences, Arnhem, The Netherlands;2. Philips Innovation Services, Eindhoven, The Netherlands;3. ABB Corporate Research, Västerås, Sweden;4. University of Groningen, Groningen, The Netherlands;1. Australian Sheep Industry, CRC, Australia;2. School of Veterinary and Life Science, Murdoch University, Murdoch, Western Australia 6150, Australia;3. Department of Primary Industries and Regional Development, South Perth, Western Australia 6151, Australia |
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| Abstract: | This study examines the relationship between the acquirers of a joint venture's (JV's) resources and the JV's performance in achieving its partners' goals. Research data were collected through surveys of 83 U.S. firms involved in manufacturing JVs to examine the differential impact of alternative resource responsibility structures on JV performance. The analysis shows that JVs receiving a variety of resources from both partners outperform JVs where JV management is responsible for securing its own resources, and outperform JVs receiving resources primarily from a dominant partner. The implications of the study's results for theory development, future research, and practicing managers are discussed. |
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