Technology and the effects of cultural differences and task relatedness: A study of shareholder value creation in domestic and international joint ventures

Abstract

Drawing on the organizational learning literature, we seek to enhance our understanding of joint ventures by developing a theory to explain the influence of technology on shareholder value creation. We also explain the moderating effects of national culture and task relatedness. Using an event-study methodology to examine the shareholder value creation for the parents of US partners in joint ventures, we found support for our hypotheses. The results thus shed light on the complex interaction between type of knowledge, national cultural difference, and task relatedness.