Abstract
Abstract In the current highly competitive global environment, the international joint venture (IJV) has emerged as an important strategic alternative for many firms. IJVs enable partner firms to combine complementary capabilities and resources in order to enhance their competencies and so more effectively compete across world markets (Contractor and Lorange, 1988; Hamel, 1991; Glaister, 1996). IJVs have attracted a good deal of attention from both practising managers and a variety of academic researchers who have examined the core dimensions of IJV activity in terms of motives for IJV formation, partner selection criteria, issues in IJV management, and control and IJV performance (Parkhe, 1993).
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
