File Download
There are no files associated with this item.
Links for fulltext
(May Require Subscription)
- Publisher Website: 10.1016/j.ibusrev.2012.04.002
- Scopus: eid_2-s2.0-84870239661
- WOS: WOS:000313774900016
- Find via
Supplementary
- Citations:
- Appears in Collections:
Article: Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China
Title | Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China |
---|---|
Authors | |
Keywords | Organizational culture International joint venture (IJV) Knowledge complementarity New product performance Organizational structure |
Issue Date | 2013 |
Citation | International Business Review, 2013, v. 22, n. 1, p. 216-227 How to Cite? |
Abstract | Firms use international joint ventures (IJVs) to access and learn from partners' knowledge and thus enhance their new product performance, especially when the partners have complementary knowledge bases. Most of the existing literature assumes that knowledge complementarity can directly lead to enhanced new product performance, while ignoring the mediating role of knowledge absorption effectiveness and moderating effects of organizational structure and organizational culture to integrate and manage knowledge complementarity. Using dyadic data from 119 IJVs in China, this article suggests that knowledge complementarity influences IJV new product performance through the full mediation of knowledge absorption effectiveness. Also, the results suggest that an IJV's departmentalization of organizational structure significantly hurts the effect of knowledge complementarity on knowledge absorption effectiveness, while a strong learning culture of the IJV can significantly enhance such effects. © 2012 Elsevier Ltd. |
Persistent Identifier | http://hdl.handle.net/10722/230911 |
ISSN | 2023 Impact Factor: 5.9 2023 SCImago Journal Rankings: 2.548 |
ISI Accession Number ID |
DC Field | Value | Language |
---|---|---|
dc.contributor.author | Yao, Zheng | - |
dc.contributor.author | Yang, Zhi | - |
dc.contributor.author | Fisher, Gregory J. | - |
dc.contributor.author | Ma, Chaoqun | - |
dc.contributor.author | (Er) Fang, Eric | - |
dc.date.accessioned | 2016-09-01T06:07:08Z | - |
dc.date.available | 2016-09-01T06:07:08Z | - |
dc.date.issued | 2013 | - |
dc.identifier.citation | International Business Review, 2013, v. 22, n. 1, p. 216-227 | - |
dc.identifier.issn | 0969-5931 | - |
dc.identifier.uri | http://hdl.handle.net/10722/230911 | - |
dc.description.abstract | Firms use international joint ventures (IJVs) to access and learn from partners' knowledge and thus enhance their new product performance, especially when the partners have complementary knowledge bases. Most of the existing literature assumes that knowledge complementarity can directly lead to enhanced new product performance, while ignoring the mediating role of knowledge absorption effectiveness and moderating effects of organizational structure and organizational culture to integrate and manage knowledge complementarity. Using dyadic data from 119 IJVs in China, this article suggests that knowledge complementarity influences IJV new product performance through the full mediation of knowledge absorption effectiveness. Also, the results suggest that an IJV's departmentalization of organizational structure significantly hurts the effect of knowledge complementarity on knowledge absorption effectiveness, while a strong learning culture of the IJV can significantly enhance such effects. © 2012 Elsevier Ltd. | - |
dc.language | eng | - |
dc.relation.ispartof | International Business Review | - |
dc.subject | Organizational culture | - |
dc.subject | International joint venture (IJV) | - |
dc.subject | Knowledge complementarity | - |
dc.subject | New product performance | - |
dc.subject | Organizational structure | - |
dc.title | Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China | - |
dc.type | Article | - |
dc.description.nature | link_to_subscribed_fulltext | - |
dc.identifier.doi | 10.1016/j.ibusrev.2012.04.002 | - |
dc.identifier.scopus | eid_2-s2.0-84870239661 | - |
dc.identifier.volume | 22 | - |
dc.identifier.issue | 1 | - |
dc.identifier.spage | 216 | - |
dc.identifier.epage | 227 | - |
dc.identifier.isi | WOS:000313774900016 | - |
dc.identifier.issnl | 0969-5931 | - |