Strategic Business Alliances
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Strategic Business Alliances

An Examination of the Core Dimensions

  • New Horizons in International Business series

Keith W. Glaister, Rumy Husan and Peter J. Buckley

Strategic Business Alliances examines key issues in the analysis, management and performance of international joint ventures using a sample of UK–European equity joint ventures.
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Appendix 1: Research methods and sample characteristics

Keith W. Glaister, Rumy Husan and Peter J. Buckley

Extract

Appendix 1 Research methods and sample characteristics SAMPLE/DATA SOURCES The unit of measurement is the IJV, which in this study constitutes three elements: two parent firms and the IJV itself. The study involves IJVs voluntarily formed between partners from developed market economies. The research questions were examined using a sample of UK IJVs with partner firms from Western Europe, formed between January 1990 and December 1996. A list of qualifying IJVs was obtained from the Financial Times Mergers and Acquisitions (FT M&A) File. This is an online database providing comprehensive details on international bid activity including mergers, acquisitions, share swaps, buyouts and buy-ins as well as JVs. The information is researched and collated on a daily basis from an array of major international newspapers and magazines, as well as press releases and corporate and stock market sources. It was assumed that this source represented a good approximation to the population of qualifying IJVs and that any selection biases would be minimal. Next the FT data were grouped for homogeneity across a number of key characteristics. First, we selected ventures with partners from Western Europe. This decision was driven by the need to keep the interview costs of the project relatively low. We selected only two partner IJVs because of difficulties associated with analysing multiple partner IJVs, which may demonstrate significant differences from IJVs with two partners (Geringer, 1991). IJVs with activities involving manufacturing or activities closely related to manufacturing were selected to minimize differences across industry sectors. Recognizing that...

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