Cited by 3,333Innovation and Knowledge ManagementBusiness Strategy and InnovationInternational Business and FDI

Joint ventures: Theoretical and empirical perspectives

Kogut, Bruce·1988·Strategic Management Journal

Abstract

This paper compares the perspectives of transaction costs and strategic behavior in explaining the motivation to joint venture. In addition, a theory of joint ventures as an instrument of organizational learning is proposed and developed. Existing studies of joint ventures are examined in light of these theories. Data on the sectoral distribution and stability of joint ventures are presented.

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Crossref · 10.1002/smj.4250090403

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1 of 1 references verified0 citation errors · 0 not checkable

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  • Joint ventures may be used to transfer knowledge that is organizationally embedded and difficult to transfer by licensing.

    “Joint ventures may be used as ways to transfer knowledge that is organizationally embedded and difficult to transferby licensing [Kogut 1988].”

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Authors
Kogut, B.
Affiliations
University of Pennsylvania (US)
Corresponding author
Kogut, Bruce
Venue
Strategic Management Journal
Publisher
Wiley
Published
1988-07
Volume
9
Issue
4
Pages
319-332
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
OpenAlex
W2042008766
Cited by
3,333
References
1
Citations by year
2026: 25 · 2025: 33 · 2024: 33 · 2023: 38 · 2022: 45 · 2021: 56 · 2020: 105 · 2019: 74 · 2018: 109 · 2017: 92 · 2016: 101 · 2015: 122 · 2014: 138 · 2013: 148 · 2012: 166
FWCI
72.35
Type
journal article
Language
en
Open access
closed
Locations
Strategic Management Journal (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
  • Social Sciences › Business, Management and Accounting › Strategy and Management › International Business and FDI
Keywords
joint ventures, transaction costs, strategic behavior, organizational learning

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