Dissertation/Thesis Abstract

Joint ventures and competitive advantage measured through performance and innovation: Resource dependence and resource-based perspective
by Goodman, Keith W., D.B.A., Argosy University/Seattle, 2013, 211; 3557349
Abstract (Summary)

Entering into joint ventures for the purpose of addressing resource scarcity and maximizing resources with the goal of increasing competitive advantage has long been an effective strategy for companies in the United States. The question arises as to the value of such an arrangement on the long-term results of joint venture participation, specifically if this alliance strategy influences sustained competitive advantage. This dissertation examined joint ventures for firms involved in defense, technology and aerospace industries using post hoc quantitative analysis of secondary data between 1997 and 2006. This study sought to answer specific research questions to determine if firm performance, research and development intensity, and incremental innovation influences sustained competitive advantage. Results indicated that firm performance was not influenced by joint venture participation. Research and development intensity was influenced; however, results were in the opposite direction of those hypothesized. Incremental innovation among joint venture participants was highly significant for joint venture participation compared to non-participants.

Indexing (document details)
Advisor: Wright, R. W.
Commitee: Butler, C. L., Miller, L. C.
School: Argosy University/Seattle
Department: School of Business
School Location: United States -- Washington
Source: DAI-A 74/07(E), Dissertation Abstracts International
Subjects: Business administration, Management
Keywords: Alliances, Innovation, Joint venture, Resource dependence, Resource-based perspective, Sustained competitive advantage
Publication Number: 3557349
ISBN: 978-1-303-00384-4
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