Absorptive capacity, learning, and performance in international joint ventures

Peter J. Lane, Jane E. Salk, Marjorie A. Lyles · 2001 · Strategic Management Journal

Summary. This paper examines how international joint ventures learn and perform by breaking absorptive capacity into three components: understanding new knowledge (influenced by trust and relative capacity), assimilating knowledge (shaped by learning structures), and applying knowledge (driven by strategy and training). A longitudinal study of Hungarian joint ventures confirms that understanding and application affect performance, while trust and management support correlate with performance but not learning itself.

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Lane, P. J., Salk, J. E., & Lyles, M. A.. (2001). Absorptive capacity, learning, and performance in international joint ventures. Strategic Management Journal. https://doi.org/10.1002/smj.206

@article{lane-2001-absorptive-capacity-learning-performance-international,
  title   = {Absorptive capacity, learning, and performance in international joint ventures},
  author  = {Peter J. Lane and Jane E. Salk and Marjorie A. Lyles},
  journal = {Strategic Management Journal},
  year    = {2001},
  doi     = {10.1002/smj.206},
  url     = {https://doi.org/10.1002/smj.206}
}

TY  - JOUR
TI  - Absorptive capacity, learning, and performance in international joint ventures
AU  - Peter J. Lane
AU  - Jane E. Salk
AU  - Marjorie A. Lyles
JO  - Strategic Management Journal
PY  - 2001
DO  - 10.1002/smj.206
UR  - https://doi.org/10.1002/smj.206
ER  -

Details

DOI: 10.1002/smj.206
Countries: Hungary
Regions: Europe
Categories: innovation-networks, innovation-theory, general-innovation
Added: 2026-04-28