The study analyzes over 200 foreign entries by Dutch multinational enterprises to compare the performance of jointly-owned and wholly-owned affiliates from 1995 to 2003. It finds no significant performance differences between the two types, aligning with previous research. Both types primarily exit voluntarily, with strategic restructuring driving wholly-owned affiliate exits and intense competition prompting joint venture exits. Additionally, evidence suggests that majority-owned joint ventures are more likely to see parent companies buy out local partners compared to minority-owned ones.
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The Relative Performance of Joint Ventures and Wholly-Owned Subsidiaries and the Reasons why they exit: the Case of Dutch Foreign Subsidiaries, Matthias Otto
Langue
Année de publication
2012
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The study analyzes over 200 foreign entries by Dutch multinational enterprises to compare the performance of jointly-owned and wholly-owned affiliates from 1995 to 2003. It finds no significant performance differences between the two types, aligning with previous research. Both types primarily exit voluntarily, with strategic restructuring driving wholly-owned affiliate exits and intense competition prompting joint venture exits. Additionally, evidence suggests that majority-owned joint ventures are more likely to see parent companies buy out local partners compared to minority-owned ones.
