Abstract
This study extends dynamic capability theory to the new setting (international joint ventures) in a new environment (emerging market). The study emphasizes (1) how the two dimensions of an IJV s dynamic capability, namely, capability exploitation and capability exploration, are associated with the venture s financial and competitive outcomes, and (2) how environmental dynamism (the key construct characterizing an emerging market) and interpartner cooperation (the key construct describing an IJV) may moderate the link between dynamic capability and IJV performance. Overall, our analysis of sample IJVs in China validates these propositions. We highlighted theoretical and managerial implications based on the key findings.
| Original language | English (US) |
|---|---|
| Title of host publication | Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007 |
| State | Published - 2007 |
| Event | 67th Annual Meeting of the Academy of Management, AOM 2007 - Philadelphia, PA, United States Duration: Aug 3 2007 → Aug 8 2007 |
Other
| Other | 67th Annual Meeting of the Academy of Management, AOM 2007 |
|---|---|
| Country | United States |
| City | Philadelphia, PA |
| Period | 8/3/07 → 8/8/07 |
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Keywords
- Dynamic capability
- IJV
ASJC Scopus subject areas
- Management Information Systems
- Management of Technology and Innovation
Cite this
Keeping international joint ventures profitable and competitive : A dynamic capability perspective. / Zhan, Wu; Luo, Yadong.
Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007. 2007.Research output: Chapter in Book/Report/Conference proceeding › Conference contribution
}
TY - GEN
T1 - Keeping international joint ventures profitable and competitive
T2 - A dynamic capability perspective
AU - Zhan, Wu
AU - Luo, Yadong
PY - 2007
Y1 - 2007
N2 - This study extends dynamic capability theory to the new setting (international joint ventures) in a new environment (emerging market). The study emphasizes (1) how the two dimensions of an IJV s dynamic capability, namely, capability exploitation and capability exploration, are associated with the venture s financial and competitive outcomes, and (2) how environmental dynamism (the key construct characterizing an emerging market) and interpartner cooperation (the key construct describing an IJV) may moderate the link between dynamic capability and IJV performance. Overall, our analysis of sample IJVs in China validates these propositions. We highlighted theoretical and managerial implications based on the key findings.
AB - This study extends dynamic capability theory to the new setting (international joint ventures) in a new environment (emerging market). The study emphasizes (1) how the two dimensions of an IJV s dynamic capability, namely, capability exploitation and capability exploration, are associated with the venture s financial and competitive outcomes, and (2) how environmental dynamism (the key construct characterizing an emerging market) and interpartner cooperation (the key construct describing an IJV) may moderate the link between dynamic capability and IJV performance. Overall, our analysis of sample IJVs in China validates these propositions. We highlighted theoretical and managerial implications based on the key findings.
KW - Dynamic capability
KW - IJV
UR - http://www.scopus.com/inward/record.url?scp=84858389378&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84858389378&partnerID=8YFLogxK
M3 - Conference contribution
AN - SCOPUS:84858389378
BT - Academy of Management 2007 Annual Meeting: Doing Well by Doing Good, AOM 2007
ER -