Looking inside the joint venture to help understand the link between inter-parent cooperation and performance

Cooperation is the Holy Grail for inter-organizational relationships, and s ignificant research effort has been directed towards understanding its ante cedents. However, the extant literature on joint ventures indicates that re latively few researchers have attempted to measure either cooperation or it s organizational consequences. This paper examines the thesis that the link between inter-parent cooperation and joint venture performance may be medi ated by important conditions inside the joint venture. The findings suggest that the nature of relations between the managers transferred into joint v enture from the parents can help explain the link between joint venture per formance and inter-parent cooperation. In that regard, this research highli ghts the mediating roles of interdependence, factionalism, and patterns of influence behaviour. A parsimonious model is offered to help understand joi nt venture performance.