Effectiveness, motives, and diffusion of joint-venture strategies : a study in the information technology sector

Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 1989.Includes bibliographical references (leaves 203-212).by Jeongsuk Koh.Ph.D

The impact of joint venture formation strategies on the market value of firms : an assessment in the information technology sector

"Revised: 2/7/90.

Joint ventures in the information technology sector : an assessment of strategies and effectiveness

"December 1988.

Joint venture formations and stock market reactions : an assessment in the information technology sector

"February 1991.

Joint venture formations in the information technology sector : a diffusion-of-innovation perspective

"May 1990."Authors are reversed on added t.p

Joint venture formation as an administrative innovation in the information technology sector : a diffusion perspective

"November 1990.

The Adoption of Corporate Governance Mechanisms: A Test of Competing Diffusion Models

We develop alternative diffusion models of two corporate governance mechanisms---joint venture and M-form organizational structure---using relevant concepts from the resource-based theory. Using data on joint venture adoption from one homogeneous industry (information technology) sector and employing both linear and nonlinear estimations, we test the explanatory power of the internal-influence model in comparison with a competing model of external-influence. Our empirical results support the internal-influence model in this sector with additional evidence for generalizability provided through a multisector sample of joint venture formation. In contrast, empirical results on the diffusion of M-form structure are more consistent with the external-influence model.administrative innovations, diffusion models, joint ventures, M-form organizational structures, resource-based theory

Marketing Alliances, Firm Networks, and Firm Value Creation

Prior research has found that the announcement of marketing alliances tends to produce no effect on firm value creation in a high-tech context. This article reexamines this issue and investigates whether the characteristics of a firm’s network of alliances affect the firm value created from the announcement of a new marketing alliance. The authors investigate whether network centrality, network density, network efficiency, network reputation, and marketing alliance capability influence firm value creation. They examine this question using an event study of 230 announcements for marketing alliances in the software industry. The results indicate that, in general, marketing alliance announcements create value (i.e., abnormal stock returns) for the firm in the announcement period event window. Furthermore, network efficiency and network density have the strongest positive impact when they are moderate; network reputation and network centrality have no effect. These results point to the greater role of relational network characteristics than size-/status-based benefits. Finally, marketing alliance capability, which reflects a firm’s ability to manage a network of previous marketing alliances, has a positive impact on value creation