Authors: Rita Dubey
Addresses: Research Scholar, Fellow Programme in Management, International Management Institute, 1185, B1, Vasant Kunj, New Delhi 110070, India
Abstract: It has been widely accepted that majority of joint ventures (JVs) fail to perform as per expectations. While existing research has looked at factors that influence the success and failure of alliances, such research has been largely scattered, focusing either on a particular set of factors or on a particular stage of alliance life cycle. This paper develops a comprehensive framework of firm-level and alliance-level factors across the formation, initialisation and management stages of a JV that influence its success. The findings are based on primary interviews conducted with the top management executives including CEOs of three JVs of a leading player in the Indian retail sector.
Keywords: strategic alliances; case study; India; joint ventures; qualitative; retail industry; joint venture success; joint venture formation; joint venture initialisation; joint venture management; top management; CEOs.
International Journal of Strategic Business Alliances, 2016 Vol.5 No.1, pp.1 - 21
Available online: 05 Aug 2016 *Full-text access for editors Access for subscribers Free access Comment on this article