Working abroad, working with others: How firms learn to operate international joint ventures
Successful international joint ventures entail both learning to operate across national boundaries and learning to cooperate. Hypotheses grounded in organizational learning theory were tested with event-history analysis and data on 1,493 expansions of 25 large Dutch firms between 1966 and 1994. Experience with domestic joint ventures and with international wholly owned subsidiaries contributed to the longevity of international joint ventures, but prior experience with international joint ventures did not.
|Keywords||Netherlands, alien labor, corporations (Dutch), employment in foreign countries, foreign subsidiaries, international business enterprises, interorganizational relations, joint ventures, organizational learning, strategic alliances (business)|
Barkema, H.G., Shenkar, O., Vermeulen, G.A.M., & Bell, J.H.J.. (1997). Working abroad, working with others: How firms learn to operate international joint ventures. Academy of Management Journal, 426–442. Retrieved from http://hdl.handle.net/1765/12832