Cooperative Strategies : European Perspectives PDF
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Page v Cooperative Strategies European Perspectives Paul W. Beamish J. Peter Killing Editors The New Lexington Press San Francisco Page vi Disclaimer: Some images in the original hard copy book are not available for inclusion in the netLibrary eBook. Copyright © 1997 by The New Lexington Press, 350 Sansome Street, San Francisco, California 94104. The New Lexington Press is an imprint of JosseyBass, Inc., Publishers. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. For sales outside the United States, please see the last page of the book for contact information. The New Lexington Press Web address: http://www.newlex.com/ Manufactured in the United States of America on Lyons Falls Turin Book. This paper is acidfree and 100 percent totally chlorinefree. Library of Congress CataloginginPublication Data Cooperative strategies / Paul W. Beamish, J. Peter Killing, editors. p. cm.—(The New Lexington Press management series) Includes bibliographical references and indexes. Contents: v. 1. North American perspectivesv. 2. European perspectivesv. 3. Asian Pacific perspectives, ISBN 0787908126 (v. 1: alk: paper).—ISBN 0787908134 (pbk.: v. 1: alk. paper) 1. Strategic alliances (Business) 2. Joint ventures. 3. Foreign licensing agreements. 4. International business enterprises. I. Beamish, Paul W., date. II. Killing, J. Peter. III. Series. HD69.S8C665 1997 658'.044—dc21 9650092 FIRST EDITION HB Printing 10 9 8 7 6 5 4 3 2 1 PB Printing 10 9 8 7 6 5 4 3 2 1 Page vii THE NEW LEXINGTON PRESS MANAGEMENT SERIES The Cooperative Strategies Series Cooperative Strategies: North American Perspectives Cooperative Strategies: European Perspectives Cooperative Strategies: Asian Pacific Perspectives Page viii For Mary Roberts — "Master" Editorial Coordinator of this threevolume series and twentyone issues of Journal of International Business Studies. Thank you. P. W. Beamish and J. P. Killing Page ix CONTENTS Preface xi The Authors xxiii Part One Advances in Theories of Cooperative Strategies 1. An Economic Model of International Joint Venture Strategy 3 Peter J. Buckley and Mark Casson 2. A KnowledgeBased View of Cooperative Interorganizational Relationships 33 Chong Ju Choi and Soo Hee Lee 3. BlackBox Protection of Your Core Competencies in Strategic Alliances 59 Peter Lorange 4. Managing International Joint Ventures: An Institutional Approach 74 Yuan Lu and David Lake Part Two Formation of Cooperative Alliances 5. Improving Joint Venture Performance Through Congruent Measures of 103 Success Paul W. Beamish and Andrew Delios 6. An Eclectic Model of the Choice Between Wholly Owned Subsidiaries and 128 Joint Ventures as Modes of Foreign Entry John H.J. Bell, Harry G. Barkema, and Alain Verbeke 7. Stability and Satisfaction in Cooperative FDI: Partnerships in Turkey 158 Deniz Erden 8. Strategic and Organizational Issues in International Joint Ventures in 184 Moscow Stephen Tallman, Adam G. Sutcliffe, and Boris A. Antonian Page x Part Three Dynamics of Partner Relationships 9. Veracity and Commitment: Cooperative Behavior in FirstTime Collaborative 215 Ventures Africa Ariño 10. Business Networks and Cooperation in International Business Relationships 242 Desirée Blankenburg Holm, Kent Eriksson, and Jan Johanson 11. Cooperative Approaches to Strategic Competitiveness Through MNE 267 Subsidiaries: Insiders and Outsiders in the European Market Marina Papanastassiou and Robert Pearce 12. Legitimacy: An Analysis of Three HungarianWestern European 300 Collaborations Jone L. Pearce and Imre Branyiczki Part Four The Role of Information and Knowledge in Cooperative Alliances 13. Knowledge Acquisition from Foreign Parents in International Joint Ventures: 325 An Empirical Examination in the Hungarian Context Marjorie A. Lyles and Jane E. Salk 14. Can MarketBased Contracts Substitute for Alliances in HighTechnology 356 Markets? Markus Nordberg, Alexandra J. Campbell, and Alain Verbeke Name Index 377 Subject Index 387 Page xi PREFACE This three volume series focuses on the most current theory and research on new cooperative international business arrangements and the most uptodate assessments of them. Since the early eighties there has been growing recognition of cooperative efforts in international business and of negotiated alliances between two or more firms. This has led to an impressive amount of research on the extent and nature of such strategies and the conduct, operations, and mandate of the companies that pursue them. These arrangements include joint ventures, strategic alliances, R&D partnerships, and consortia and involve technology transfers, licensing agreements, management service and franchising agreements, crossmanufacturing agreements, and other strategically innovative business transactions. The changing balance of world economic power and resources, rapid technological change, and new participants in world markets and R&D are all developments that have increased management researchers' interest in the different ways international firms adapt to a rapidly changing environment. These new cooperative strategies are the outgrowth of the push toward globalization during the last decade. The editors and contributors to these three volumes include top experts in international strategy and management. They provide extensive conceptual insight and present empirical evidence for analyzing the environments in which these new international strategies and linkages among firms operate. The geographically focused volumes highlight the commonalties and differences among different nations, cultures, and trade zones. The chapters in each volume highlight the body of theory and research on global cooperative strategies. The volumes are designed as resources for researchers, students, practitioners, and managers who have a need to know more about the latest collaborative arrangement on the international business scene and who are interested in international business and management strategy. How the Series Is Organized For any undertaking of this magnitude, an obvious question is how to organize the material. With fortyfive contributions to be spread across three books, the possibilities were endless. Various approaches were Page xii considered. We could have organized the contributions according to the functional topic they address (that is, grouping discussions of marketing together, discussions of strategy together, and so on). However, this ran counter to our desire for a crossfunctional approach. We could also have organized the series according to empirical versus theoretical contributions; however, we felt it was more interesting to mix these together. Our solution was to provide sufficient detail to readers so that they can decide which chapters are of greatest relevance to their interests. We do this in three ways. First, summary tables are included that list the chapters in the three books (in alphabetical order, according to first author), with an analysis detailing whether the chapter is empirical or not, and if it is, the regional base of the data. These appear at the end of the preface. Second, at the start of each chapter, the abstract of the paper on which the chapter is based is reprinted. Third, the preface to each volume explains how we have grouped its chapters according to their major themes. We hope that together these devices will allow the reader to quickly understand the breadth of the contributions. Overview of Volume Two The chapters in this volume are broadly grouped into four often overlapping categories: • Advances in theories of cooperation • The formation of alliances • The dynamics of partner relationships • The role of information and knowledge in alliances One of the overarching emphases of this volume is the mix of author nationalities represented. All parts of Europe are represented. Advances in Theories of Cooperative Strategies Numerous theoretical lenses can be employed to increase our understanding of cooperative strategies. Each theory has both advantages and limitations, and each represents a unique way of helping us link observed practice to a conceptual underpinning. The chapters in this volume are anchored in a very wide set of theoretical approaches, conceptual frame Page xiii works, and models in which both economics and behavioral approaches are considered, including internalization theory, the eclectic paradigm, institutional theory, legitimacy, and networks. This wide range of approaches illustrates just how rich the area of cooperative strategies is for academic study. The Formation of Alliances A key consideration in any cooperative strategy is its formation. A number of fundamental questions must be considered: Why cooperate and form an alliance at all (versus going it alone)? What are the primary characteristics to seek in any partner? How should the alliance be configured in terms of responsibilities? The chapters in this volume address issues relating to the importance of having congruent measures of performance at the time of formation; the choice between wholly owned subsidiaries and joint ventures as market entry modes; various design characteristics such as ownership structure, partner selection criteria, and revenue sources; and organizational design methods available for protecting one's interests. The Dynamics of Partner Relationships Central to every cooperative strategy is a relationship between two or more partners. The form and frequency of partner interaction is constantly changing, influenced by issues such as the development and maintenance of trust and commitment, as well the inevitable occasional conflicts. The chapters in this volume consider partner dynamics issues in ways that have received inadequate treatment elsewhere. They include an assessment of the effect of economic and relational variables on veracity and commitment, the role of commitment in suppliercustomer networks, the use of alliances within MNEs for the creation and application of technology, and an examination of partner actions that are viewed as desirable or appropriate in particular social settings. The Role of Information and Knowledge in Alliances A characteristic concern of nearly every organization contemplating forming an alliance is whether its potential partner will gain access to its core assets and resources. In increasing numbers of organizations, these core assets are knowledgebased. Not surprisingly, a stream of research has emerged that looks at the acquisition and management of knowledge in
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