The impact of organizational learning on joint venture formations Article

Lyles, MA. (1994). The impact of organizational learning on joint venture formations . 3(4), 459-467. 10.1016/0969-5931(94)90034-5



cited authors

  • Lyles, MA

fiu authors

abstract

  • The time and attention that managers in firms are spending on joint ventures and the decisions to formulate joint ventures in increasing as the numbers of joint ventures increase. This article develops insights into the impact of past organizational learning on the decision to form new joint ventures. It builds on a model of organizational learning (Lyles, M.A. (1988) Management International Review, Special Issue, pp. 85-96) and addresses the relevant aspects of organizational learning that can impact these important strategic choices. © 1995.

publication date

  • January 1, 1994

Digital Object Identifier (DOI)

start page

  • 459

end page

  • 467

volume

  • 3

issue

  • 4