Abstract
Joint ventures (JVs) are an important strategic option for corporates globally; however, their failure rate continues to be alarming as more than 50% of the JVs fail. Researchers have found partners’ commitment to a JV crucial for its success. However, not much is known about how commitment influences JV performance at each stage of JV life cycle and what drives commitment. This article uses case study methodology to evaluate the role of partners’ commitment during formation, initialization and management stages and identifies the factors that influence their level of commitment. The findings are based on primary interviews conducted with the top management executives including CEOs of two JVs formed by a leading company in the Indian retail sector.
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