Abstract
The time and attention that managers in firms are spending on joint ventures and the decisions to formulate joint ventures in increasing as the numbers of joint ventures increase. This article develops insights into the impact of past organizational learning on the decision to form new joint ventures. It builds on a model of organizational learning (Lyles, M.A. (1988) Management International Review, Special Issue, pp. 85–96) and addresses the relevant aspects of organizational learning that can impact these important strategic choices.
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