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‘Trojan horse’ or ‘Workhorse’? the evolution of U.S.–Japanese joint ventures in the United States
Author(s) -
Hennart JeanFrançois,
Roehl Thomas,
Zietlow Dixie S.
Publication year - 1999
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/(sici)1097-0266(199901)20:1<15::aid-smj8>3.0.co;2-2
Subject(s) - joint venture , trojan horse , exploit , joint (building) , business , assertion , new ventures , work (physics) , marketing , commerce , entrepreneurship , finance , computer security , engineering , computer science , architectural engineering , mechanical engineering , programming language
Foreign investors and their domestic joint venture partners must find ways to share the benefits of the venture if both sides are to be satisfied. Some work in the literature on joint ventures has asserted that there is a danger in all joint ventures, and especially joint ventures with Japanese, that one side will exploit the venture for its own gain, using it as a Trojan Horse. To test this assertion, we build a full data set of Japanese firms with joint ventures in the United States and track the ventures over time. Our data show that the Japanese partners do not take actions consistent with the Trojan Horse hypothesis. Copyright © 1999 John Wiley & Sons, Ltd.