Abstract
As a sub-theme of the more general research on success factors of International Joint Ventures (IJVs) many researchers have dealt with and empirically analyzed antecedents and consequences of IJV exit for decades. Reviews of the research stream, however, reveal that findings are mixed and to some extent even contradictory due to application of inappropriate concepts and methodologies. Referring to these reviews and corresponding calls for alternative approaches we apply resource dependence as well as learning theory to develop a more process-related IJV exit framework and propositions, which we test using a multi-method approach yielding 22 in-depth case studies. Based on our empirical findings IJV learning theory is extended by identifying and integrating moderating factors such as IJV performance or exit barriers that frequently hinder the dissolution of IJVs, resulting in continuing an IJV, although the aforementioned theories would predict its termination.