Antecedents and Consequence of international Joint Venture Learning: The Case of Vietnam. This emp irical study addresses factors associated with learning in international joint ventures with data collected in Vietnam. Drawing f rom the p revious literature in learning through alliances, this research p resents and tests a theoretical model linking IJV learning, its antecedents and consequence. | Journal of Economics and Development , , December 2011, pp. 58 - 71 ISSN 1859 0020 Antecedents and Consequence of International Joint Venture Learning: the Case of Vietnam Phan Thi Thuc Anh National Economics University, Vietnam Email: ptanh@ Christopher Baughn Boise State University, the United States Email: cbaughn@ Abstract This empirical study addresses factors associated with learning in international joint ventures with data collected in Vietnam. Drawing from the previous literature in learning through alliances, this research presents and tests a theoretical model linking IJV learning, its antecedents and consequence. Several organizational practices in the ventures appear as strong predictors of learning. Specifically, learning was associated with the venture’s allocation of resources to training and level of joint participation, as well as the frequency of interaction between foreign and local venture employees. IJV learning was significantly related to the venture performance. Further, the ventures’ investment in learning had a significant impact on performance that was not simply a function of knowledge learnt from the foreign partner. Keywords: International joint ventures (IJVs), learning, performance JEL Classification: I20 Journal of Economics and Development 58 Vol. 13, , December 2011 1. Introduction Increasingly, firms are finding that their most critical assets are knowledge-based. The development and management of knowledge assets constitutes a substantial basis for competitive advantage, and has been found to be a key determinant of firm performance (Grant, 1996, Nelson and Winter, 1982; Winter, 1987; Hedlund 1994). To survive and succeed, firms must continually expand and improve their knowledge base and the successful adaptation of the firm’s knowledge base depends upon the capability to source and integrate external knowledge (Tripsas, 1997). One way of getting access to external knowledge
