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Drawing on organizational learning and economic sociology, we address how relational embeddedness between the foreign parent and international joint venture (IJV) managers influences the type of knowledge (i.e., tacit and explicit) transferred to the IJV, and how the importance of relational embeddedness varies between young and mature IJVs. We also examine(More)
  • H Kevin Steensma, Jeffrey Q Barden, Charles Dhanaraj, Marjorie Lyles, Laszlo Tihanyi
  • 2006
Although international joint ventures (IJVs) may mature over time and develop competitive viability, they maintain some risk of instability owing to their shared ownership. Such instability can ultimately lead to their internalization by one of the partners. In this study, we consider factors that influence (1) whether IJVs evolve toward becoming a wholly(More)
research interests include strategic management of technology and the process of interorganizational monitoring in strategic planning and organization change. GIUSEPPE "JOE" LABIANCA is an Assistant Professor of Organization and Management at Emory University's Goizueta Business School in Atlanta. He received his Ph.D. from Pennsylvania State University.(More)
Administrative social influence is a principal tool for motivating employee behavior. The authors argue that the compliance of professional employees (e.g., doctors) with administrative social influence will depend on the degree to which these employees identify with their profession and organization. Professional employees were found to be most receptive(More)
Expansive patent portfolios may be used by firms to fence off technological space for commercial-ization, impede the commercialization efforts of competitors, and enhance bargaining power in cross-licensing negotiations. Low quality patents with claims that overlap those of other patents contribute to these portfolios and patent strategies. By failing to(More)
Internet firms face somewhat unique challenges when expanding abroad. On what basis do U.S. Internet firms choose the international markets they enter? The authors posit that international market entry decisions are based on balancing perceived risks and returns inherent in a foreign target market. Drawing on a sample of almost 7,000 country entry decisions(More)
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