Joint ventures vs. Non‐joint ventures: An empirical investigation

David H. Kent

102 citations0/0 files storedStrategic Management Journal

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Business Strategy and Innovation International Business and FDI Merger and Competition Analysis

Abstract

Abstract This paper describes a longitudinal empirical study comparing joint ventures and non‐joint ventures in the petroleum industry as they compete for oil and gas leases. Results indicate that, while enjoying a significant advantage in market power, joint ventures do not perform any better than non‐joint ventures at identifying potentially productive leases. Because of the higher payments made for these leases, the overall performance of joint ventures is significantly lower than that of non‐joint ventures.

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1975Markets and Hierarchies 1971Industrial Market Structure and Economic Performance.1988A transaction costs theory of equity joint ventures 1977The Visible Hand 1975The Interorganizational Network as a Political Economy 1976Joint Ventures and Interorganizational Interdependence 1971Industrial Market Structure and Economic Performance 1982Joint Venture Strategies and Corporate Innovation

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