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Multi-party international joint ventures: Multiple post-formation change processes

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dc.contributor.authorChung, Chris Changwha-
dc.contributor.authorBeamish, Paul W.-
dc.date.accessioned2021-09-06T14:55:08Z-
dc.date.available2021-09-06T14:55:08Z-
dc.date.created2021-06-15-
dc.date.issued2012-10-
dc.identifier.issn1090-9516-
dc.identifier.urihttps://scholar.korea.ac.kr/handle/2021.sw.korea/107307-
dc.description.abstractResearch on multi-party IJVs has been limited to a static context. Little attention has been paid to analyzing dynamic post-formation change processes. This study investigates the evolving influences of multi-party IJV complexity on performance in a dynamic context where the multi-party IJV goes through multiple waves of structural change. Using a static context, some previous studies found support for a negative impact of multi-party complexity on performance, while others did not. Analyzing 2652 multi-party IJVs over a period of 17 years, we attempt to reconcile previous work by investigating whether there is a threshold beyond which the negative impact of multi-party complexity on performance becomes salient. (C) 2011 Elsevier Inc. All rights reserved.-
dc.languageEnglish-
dc.language.isoen-
dc.publisherELSEVIER SCIENCE INC-
dc.subjectFOREIGN DIRECT-INVESTMENT-
dc.subjectEVENT HISTORY ANALYSIS-
dc.subjectFAILURE TIME DATA-
dc.subjectORGANIZATIONAL-CHANGE-
dc.subjectMULTINATIONAL-CORPORATIONS-
dc.subjectSTRATEGIC ALLIANCES-
dc.subjectJAPANESE FIRMS-
dc.subjectENTRY MODE-
dc.subjectINTERORGANIZATIONAL RELATIONSHIPS-
dc.subjectBARGAINING POWER-
dc.titleMulti-party international joint ventures: Multiple post-formation change processes-
dc.typeArticle-
dc.contributor.affiliatedAuthorChung, Chris Changwha-
dc.identifier.doi10.1016/j.jwb.2011.08.001-
dc.identifier.scopusid2-s2.0-84866182336-
dc.identifier.wosid000310121800017-
dc.identifier.bibliographicCitationJOURNAL OF WORLD BUSINESS, v.47, no.4, pp.648 - 663-
dc.relation.isPartOfJOURNAL OF WORLD BUSINESS-
dc.citation.titleJOURNAL OF WORLD BUSINESS-
dc.citation.volume47-
dc.citation.number4-
dc.citation.startPage648-
dc.citation.endPage663-
dc.type.rimsART-
dc.type.docTypeArticle-
dc.description.journalClass1-
dc.description.journalRegisteredClassssci-
dc.description.journalRegisteredClassscopus-
dc.relation.journalResearchAreaBusiness & Economics-
dc.relation.journalWebOfScienceCategoryBusiness-
dc.subject.keywordPlusFOREIGN DIRECT-INVESTMENT-
dc.subject.keywordPlusEVENT HISTORY ANALYSIS-
dc.subject.keywordPlusFAILURE TIME DATA-
dc.subject.keywordPlusORGANIZATIONAL-CHANGE-
dc.subject.keywordPlusMULTINATIONAL-CORPORATIONS-
dc.subject.keywordPlusSTRATEGIC ALLIANCES-
dc.subject.keywordPlusJAPANESE FIRMS-
dc.subject.keywordPlusENTRY MODE-
dc.subject.keywordPlusINTERORGANIZATIONAL RELATIONSHIPS-
dc.subject.keywordPlusBARGAINING POWER-
dc.subject.keywordAuthorInternational joint ventures-
dc.subject.keywordAuthorMulti-party complexity-
dc.subject.keywordAuthorMultiple structural changes-
dc.subject.keywordAuthorPerformance and survival-
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