The choice of interaction after the international joint venture (IJV) termination is influenced by different factors in varying levels that can be hierarchically depicted. On IJV termination, parent firms are deprived of value created during IJV. Parent firms can attempt to create a whole or part of the value created during IJV through an interaction post IJV termination. This study attempts to identify factors that influence the choice of interaction post IJV termination and categorize them hierarchically based on their magnitude of influence. This study examines the factors that influence the decision to interact post IJV termination by developing a total interpretive structural model (TISM) using data collected from managers of terminated IJV in Africa. © 2019 John Wiley & Sons, Ltd.