Why Should Firms Cooperate? The Strategy and Economics Basis for Cooperative Ventures. International Joint Ventures: How Important Are They?. Host Country Managerial Behaviour and Learning in Chinese and Hungarian Joint Ventures. National Industrial Conference Board, Inc. California Management Review, 22(2): 85-91.īivens, K.K. Corporate Courtship and Successful Joint Ventures. Paper presented at the ASAC Conference, Ottawa University.īerg, S.V. Joint Venture Performance in Developing Countries. The Characteristics of Joint Ventures in Developed and Developing Countries. Unpublished doctoral dissertation, The University Western Ontario.īeamish, P.W. The Joint Venture - A Way into Foreign Market. Factor Choice Characteristics and Industrial Impact of Joint Ventures: Lessons from a Developing Economy. This process is experimental and the keywords may be updated as the learning algorithm improves.Īfriyie, K. These keywords were added by machine and not by the authors. The sharing of activity and facilities is in itself conflicting and parties involved in this process are for obvious reasons adhering to conflicting situations. By definition, joint ventures are created by different partners as independent organizations in order to exchange resources and facilities for mutual benefit through shared activities. Hyder (1988) reviewed a large number of JV studies and observed that more than 50% of these studies acknowledged the presence of either implicit or explicit conflict. Finding joint ventures where some form of conflict does not exist may be difficult. Instead, it is rather more common that ventures survive for many years, despite entanglement in a variety of problems during their lifetime. The presence of conflict, however, does not necessarily result in a breakdown. Seventy percent of the partnerships in studies by McKinsey and Coopers & Lybrand eventually broke up, as well as half of those in Harrigan's sample, and a third of those in Franko's (Gomes-Casseres, 1987: 97). Conflict in joint venture (JV) is nothing new, on the contrary, it has been identified, discussed and analyzed in a great deal of JV literature (see e.g., Edström, 1975 Franko,1971 Koot, 1986 Matssura, 1989 Simiar,1983). A conflict model, based on strategic and operational causes with respect to life cycle position and environmental influence from a dynamic perspective, is proposed. This paper therefore reviews joint venture studies in order to develop a conceptual framework for joint venture conflicts. Many researchers have concentrated on diversified joint venture conflicts, rendering conceptualization of such conflicts difficult.
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