Embracing complexity: Learning from minority, 50-50, and majority joint venture experience
Learning from joint venture (JV) experience is commonly viewed as a way to improve JV performance. However, many JVs are complex and difficult to learn from. How can firms embrace this complexity to realize the learning potential of their JV experience? To answer this question, we consider how minority, 50-50, and majority JVs differ in terms of complexity stemming from the interdependencies between the JV partners and between the JV and its parent organizations. We theorize that the relatively limited complexity of minority JV experience facilitates learning from more complex experience with majority and 50-50 JVs. However, the same facilitating effect is not expected between two forms of complex experience. We test these predictions on a comprehensive set of equity JVs formed by Dutch listed companies between 1966 and 2005, using JV survival and abnormal stock market returns as complementary JV performance measures.
|Complex experience, Joint ventures, Organizational learning|
|ERIM Top-Core Articles|
|Long Range Planning|
|Organisation||Department of Strategic Management and Entrepreneurship|
Piaskowska, D, Nadolska, A, & Barkema, H.G. (2017). Embracing complexity: Learning from minority, 50-50, and majority joint venture experience. Long Range Planning. doi:10.1016/j.lrp.2017.10.001