{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/84604"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/84604","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The Impact of Structure on Cooperation and Performance in Joint Ventures: An Empirical Investigation of International Joint Ventures","abstract":"Using the information collected through a survey of 49 international joint ventures, I tested the impact of structure on cooperation and performance in joint ventures. The use of mutual hostages and protection mechanisms enhances partner cooperation, while performance ambiguity and organizational differences between partners impact cooperation negatively. The use of mutual hostages also improved joint venture performance, while protecting one's contribution to a joint venture reduced its performance. However, the signs were inverted when learning intent was present in a joint venture. In addition, cooperation was found to increase mutual dependence between partners. The results thus show the strong influence of structure on cooperation and performance in joint ventures and illustrate the advantages of cooperative specialization strategies versus that of either the naive cooperative view or the learning race view.","abstract_html":"Using the information collected through a survey of 49 international joint ventures, I tested the impact of structure on cooperation and performance in joint ventures. The use of mutual hostages and protection mechanisms enhances partner cooperation, while performance ambiguity and organizational differences between partners impact cooperation negatively. The use of mutual hostages also improved joint venture performance, while protecting one's contribution to a joint venture reduced its performance. However, the signs were inverted when learning intent was present in a joint venture. In addition, cooperation was found to increase mutual dependence between partners. The results thus show the strong influence of structure on cooperation and performance in joint ventures and illustrate the advantages of cooperative specialization strategies versus that of either the naive cooperative view or the learning race view.","abstract_has_math":false,"creators":["Zeng, Ming"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Business Administration","degree_department":null,"school":null,"contributors":["Hennart, Jean-Francois"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2015,"date_issued":"2015-09-25T22:21:50Z","date_published":"2015-09-25T22:21:50Z","updated_at":"2026-07-22T22:26:23Z","subjects":["Business Administration, Management"],"languages":["eng"],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(MiAaPQ)AAI9912437"],"render_values":[{"text":"(MiAaPQ)AAI9912437","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/84604","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Hennart, Jean-Francois"]},{"key":"dc:creator","label":"Author","values":["Zeng, Ming"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2015-09-25T22:21:50Z","10000-01-01","1998"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Business Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Business Administration, Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/84604","(MiAaPQ)AAI9912437"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Using the information collected through a survey of 49 international joint ventures, I tested the impact of structure on cooperation and performance in joint ventures. The use of mutual hostages and protection mechanisms enhances partner cooperation, while performance ambiguity and organizational differences between partners impact cooperation negatively. The use of mutual hostages also improved joint venture performance, while protecting one's contribution to a joint venture reduced its performance. However, the signs were inverted when learning intent was present in a joint venture. In addition, cooperation was found to increase mutual dependence between partners. The results thus show the strong influence of structure on cooperation and performance in joint ventures and illustrate the advantages of cooperative specialization strategies versus that of either the naive cooperative view or the learning race view.","Made available in DSpace on 2015-09-25T22:21:50Z (GMT). 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The use of mutual hostages and protection mechanisms enhances partner cooperation, while performance ambiguity and organizational differences between partners impact cooperation negatively. The use of mutual hostages also improved joint venture performance, while protecting one's contribution to a joint venture reduced its performance. However, the signs were inverted when learning intent was present in a joint venture. In addition, cooperation was found to increase mutual dependence between partners. The results thus show the strong influence of structure on cooperation and performance in joint ventures and illustrate the advantages of cooperative specialization strategies versus that of either the naive cooperative view or the learning race view.","Made available in DSpace on 2015-09-25T22:21:50Z (GMT). No. of bitstreams: 2 license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5) 9912437.pdf: 8948920 bytes, checksum: 6eb347d85db7f8b02cd1df05c740d27f (MD5) Previous issue date: 1998","Embargo set by: Seth Robbins for item 85885 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","151 p.","Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1998."],"dc:identifier":["http://hdl.handle.net/2142/84604","(MiAaPQ)AAI9912437"],"dc:language":["eng"],"dc:subject":["Business Administration, Management"],"dc:title":["The Impact of Structure on Cooperation and Performance in Joint Ventures: An Empirical Investigation of International Joint Ventures"],"dc:type":["text"],"thesis:degree_discipline":["Business Administration"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:26:23Z"}