Joint-venture strategy formulation and implementation: A contingency approach

Thesis/Dissertation · Thu Dec 31 23:00:00 EST 1987

OSTI ID:5529107

Hill, R C

This dissertation presents and tests a contingency model of joint-venture performance. The effects of joint-venture strategy formulation and implementation are examined and compared in the two contexts of domestic and North Sea oil exploration and production joint ventures. Complementarity, the extent to which the joint-venture partners bring nonredundant distinctive competencies to the partnership, is the key strategy formulation concept for this study. The strategy implementation concepts are ownership/control by the parent organizations and joint-venture child autonomy. Contrary to expectations, the overlap of parent distinctive competencies is found to be positively related to joint-venture performance. In addition, there appears to be a need for similarity of the business philosophies of the parent organizations. Influence by all parent firms in the more strategic functional areas, such as exploration, is found to be an important factor contributing to joint-venture success. In the functional area of production technology, higher performance is associated with leadership by the parent with greatest technical expertise and experience.

• Research Organization: Texas A and M Univ., College Station, TX (USA)
• OSTI ID: 5529107
• Country of Publication: United States
• Language: English

Related Subjects

02 PETROLEUM
020300 -- Petroleum-- Drilling & Production
29 ENERGY PLANNING, POLICY, AND ECONOMY
290200* -- Energy Planning & Policy-- Economics & Sociology
ATLANTIC OCEAN
COOPERATION
EVALUATION
EXPLORATION
IMPLEMENTATION
INDUSTRY
JOINT VENTURES
NORTH SEA
PETROLEUM INDUSTRY
PRODUCTION
SEAS
SURFACE WATERS