01222nas a2200169   4500008004100000245010400041210006900145260000900214300001200223490000700235520060200242653003200844100001500876700001700891700002000908856012400928       2010                        eng d00aThe influence of R&D investment on the use of corporate venture capital: An industry-level analysis0 ainfluence of RD investment on the use of corporate venture capit  c2010  a376-3880 v253 aWe consider how internal research and development (R&D) influences the use of corporate venture capital (CVC) and how this relationship varies across industries. We find that, in general, R&D investments increase the number of CVC deals in an industry. We also find that R&D investment has a particularly strong influence on the use of CVC in industries that are growing rapidly and changing technologically. Our analysis provides greater clarity on the relationships involving R&D and CVC in the presence of contingencies by integrating insights of absorptive capacity and real options reasoning.10aStrategy & Entrepreneurship1 aSahaym, A.1 aSteensma, K.1 aBarden, Jeffrey  u/biblio/influence-rd-investment-use-corporate-venture-capital-industry-level-analysis-002037nas a2200193   4500008004100000245009700041210006900138260000900207300001200216490000700228520136700235653003201602100001701634700002001651700001701671700001301688700001501701856012701716       2008                        eng d00aThe evolution and internalization of international joint ventures in a transitioning economy0 aevolution and internalization of international joint ventures in  c2008  a491-5070 v393 aAlthough international joint ventures (IJVs) may mature over time and develop competitive viability, they maintain some risk of instability owing to their shared ownership. Such instability can ultimately lead to their internalization by one of the partners. In this study, we consider factors that influence (1) whether IJVs evolve toward becoming a wholly owned subsidiary, and (2) which parent (foreign or local) gains ownership of the venture. We use a sample of Hungarian joint ventures, and find that only when there is both a power imbalance between the parents and high levels of conflict is the likelihood that the joint venture converts to a wholly owned subsidiary enhanced. The extent to which the joint venture has learned from the foreign parent indirectly determines which parent gains full ownership. Extensive knowledge transfer to a joint venture in a transitioning economy combined with high levels of conflict increases the likelihood of the foreign parent gaining full ownership. In contrast, when there is extensive knowledge transfer and low conflict between the parents, the local parent is more likely to internalize the venture. Our results suggest that the relationship between partner power and outcomes in ventures is more complex than originally believed, and is contingent upon the level of conflict between the parents of the IJV.10aStrategy & Entrepreneurship1 aSteensma, K.1 aBarden, Jeffrey1 aDhanaraj, C.1 aLyles, M1 aTihanyi, L  u/biblio/evolution-and-internalization-international-joint-ventures-transitioning-economy-001688nas a2200169   4500008004100000245016200041210006900203260000900272300001200281490000700293520099800300653003201298100002001330700001701350700001401367856013701381       2005                        eng d00aThe influence of parent control structure on parent conflict in Vietnamese international joint ventures: an organizational justice-based contingency approach0 ainfluence of parent control structure on parent conflict in Viet  c2005  a156-1740 v363 aThere has been significant interest in understanding how the distribution of parental control over international joint ventures (IJV) influences IJV outcomes (e.g., parent conflict, survival, performance). Yet, the accumulation of research on the relationship between control structure and IJV outcomes has been somewhat inconclusive and even contradictory. We contribute to this research stream by developing an organizational justice-based contingency model relating parental control structure to parent conflict. We suggest that the level of conflict between IJV parents will depend on the consistencies between the control structure and parents' contribution of proprietary resources, and between control structure and the parents' abilities to effectively monitor operations. Our analysis of Vietnamese joint ventures provides some support for our model, and suggests that the relationship between parent control structure and IJV outcomes is perhaps more complex than previously thought.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aSteensma, K.1 aLyles, M.  u/biblio/influence-parent-control-structure-parent-conflict-vietnamese-international-joint-ventures-0