Core competencies, equity, control, and performance: An integrated approach.

摘要

The issue of control has been central in most studies of joint ventures. Transaction cost theory has been used to explain the choice of control mode based on the parent firm's need to protect proprietary knowledge. The bargaining power model has been used to explain how the resource input of a joint venture partner can influence its bargaining power relative to the other partner. Studies on joint venture control have looked at the relationship between control and performance of the joint venture. The resource-based model has been used to predict the relationship between related diversification and performance.; In most studies, these theories have been treated separately, although they have all been centered around the concepts of core competencies, control, and performance. This dissertation uses an approach where the theories and concepts above form an integrated model.; The data for the study were collected from Norwegian multinational enterprises involved in international joint ventures. The interview object was the manager from the Norwegian parent most involved in the daily activities of the joint venture. One hundred two questionnaires were completed. The data were analyzed using linear structural equations.; The results suggested that firms protect their proprietary knowledge by controlling specific activities of the joint venture, thereby influencing overall control, and improving the perception of performance. The results also suggested that the input provided by the parents influence their bargaining power, and that bargaining power was used to increase the parent's level of control over the joint venture. A higher level of control was associated with better performance. The degree of related diversification was not found to influence joint venture performance directly, but the resource-based model was supported by a strong influence of related diversification on parent bargaining power.