Factors affecting international joint venture success: an empirical analysis of foreign–local partner relationships and performance in joint ventures in Turkey

Mehmet Demirbag, Hafiz Mirza

    Research output: Contribution to journalArticle

    66 Citations (Scopus)

    Abstract

    This article discusses inter-partner relationships and their impact on joint venture performance. It explores the changes in the nature of relationships (conflict, commitment, co-operation, trust) which have important implications for the continuity and performance of partnerships. In doing so, it identifies the potential areas of co-operation and conflict, due to both partners' overlapping interests, and establishes constructs which help explain conflict, commitment and other soft dimensions of joint venture operations. Based on previous studies, this article develops a framework within which inter-partner relations (conflict, commitment, trust, co-operation, and autonomy) are empirically examined. The article also establishes performance constructs for joint venture organisations. Finally, it develops a dynamic model of inter-partner relations and performance which indicates the causal connections between conflict, commitment, control, inter-partner co-operation and performance.
    LanguageEnglish
    Pages1-35
    Number of pages35
    JournalInternational Business Review
    Volume9
    Issue number1
    DOIs
    Publication statusPublished - Feb 2000

    Fingerprint

    Empirical analysis
    Factors
    Turkey
    International joint ventures
    Joint ventures
    Continuity
    Joint venture performance
    Autonomy
    Relationship conflict
    Overlapping

    Keywords

    • international joint venture
    • success
    • factors
    • empirical analysis
    • foreign–local partner relationships
    • performance
    • joint ventures
    • turkey

    Cite this

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    abstract = "This article discusses inter-partner relationships and their impact on joint venture performance. It explores the changes in the nature of relationships (conflict, commitment, co-operation, trust) which have important implications for the continuity and performance of partnerships. In doing so, it identifies the potential areas of co-operation and conflict, due to both partners' overlapping interests, and establishes constructs which help explain conflict, commitment and other soft dimensions of joint venture operations. Based on previous studies, this article develops a framework within which inter-partner relations (conflict, commitment, trust, co-operation, and autonomy) are empirically examined. The article also establishes performance constructs for joint venture organisations. Finally, it develops a dynamic model of inter-partner relations and performance which indicates the causal connections between conflict, commitment, control, inter-partner co-operation and performance.",
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