The Impact of Structure on Cooperation and Performance in Joint Ventures: An Empirical Investigation of International Joint Ventures
Zeng, Ming
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https://hdl.handle.net/2142/84604
Description
Title
The Impact of Structure on Cooperation and Performance in Joint Ventures: An Empirical Investigation of International Joint Ventures
Author(s)
Zeng, Ming
Issue Date
1998
Doctoral Committee Chair(s)
Hennart, Jean-Francois
Department of Study
Business Administration
Discipline
Business Administration
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Business Administration, Management
Language
eng
Abstract
Using the information collected through a survey of 49 international joint ventures, I tested the impact of structure on cooperation and performance in joint ventures. The use of mutual hostages and protection mechanisms enhances partner cooperation, while performance ambiguity and organizational differences between partners impact cooperation negatively. The use of mutual hostages also improved joint venture performance, while protecting one's contribution to a joint venture reduced its performance. However, the signs were inverted when learning intent was present in a joint venture. In addition, cooperation was found to increase mutual dependence between partners. The results thus show the strong influence of structure on cooperation and performance in joint ventures and illustrate the advantages of cooperative specialization strategies versus that of either the naive cooperative view or the learning race view.
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