Thematische Bibliographien / Joint venture

Inhaltsverzeichnis

  1. Zeitschriftenartikel
  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte
  6. Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Joint venture“

Autor: Grafiati
Veröffentlicht am 4. Juni 2021
Zuletzt aktualisiert am 1. August 2024

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Zeitschriftenartikel zum Thema "Joint venture"

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Hoogendoorn, Martin. „Joint Ventures“. Maandblad Voor Accountancy en Bedrijfseconomie 83, Nr. 12 (01.12.2009): 390–91. http://dx.doi.org/10.5117/mab.83.13868.

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Een veel voorkomende wijze van samenwerking tussen ondernemingen is het uitvoeren van activiteiten in de vorm van een joint venture. Een joint venture is bijna altijd een afzonderlijke juridische entiteit. De partners in de joint venture voeren gezamenlijk de zeggenschap uit. In internationaal verband is een joint venture met een lokale partner soms de enige mogelijkheid om in het land voet aan de grond te krijgen. Een joint venture is geen nieuw verschijnsel, maar niettemin was er voldoende reden voor de redactie van het MAB om hieraan een themanummer te wijden. Juist omdat joint ventures inmiddels zo belangrijk zijn geworden, is het zinvol om actuele bedrijfseconomische en accountancy-aspecten met betrekking joint ventures in kaart te brengen. Dat gebeurt in vier artikelen, vanuit vier verschillende invalshoeken: strategie en economie, management control, externe verslaggeving, en accountantscontrole.
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Ibels, David, Marc Van Grondelle, Jonathon Peacock und Jonathan Smith. „Making joint ventures work“. APPEA Journal 53, Nr. 2 (2013): 464. http://dx.doi.org/10.1071/aj12075.

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No LNG capital project in Australia can survive without excelling in joint ventures; yet, the practicalities of them are often overlooked. The Australian oil and gas market has some of the most complex joint-venture arrangements in the world, and there is much we can learn from a global perspective about how to make them work. Too often, joint ventures are forced marriages between two or more parties who misunderstand each other and have widely differing aims. Organisations often rely too much on the joint-venture agreement, devote too few resources to the venture itself, and pay scant attention to any warning signs of trouble. The authors see that international oil companies typically have about 30–40% of their portfolios tied up in joint ventures. This is set to grow to about 70–80% during the next 5–8 years as they enter new territories in the hope of securing new resources. Although joint ventures are familiar ground for oil and gas companies, such operators often struggle to make them work. Cost overruns, schedule delays, compliance issues, renegotiations, and erosions of value are common. There are, however, ways to make joint ventures work more effectively, including: knowing what is expected of all parties and monitoring these expectations; improving transparency of information between joint-venture parties; ensuring expectations are realistic and continuing to validate them; paying particular attention in the first year of a joint venture; proactively strengthening existing joint ventures; and, staffing and resourcing joint ventures with care.
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Vennat, Michel. „Joint venture dissolution“. Revue générale de droit 19, Nr. 4 (05.04.2019): 841–48. http://dx.doi.org/10.7202/1058499ar.

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Joint ventures invariably encounter with changes in circumstances and conditions that may either frustrate the original goals of the joint venturers or render the undertaking unprofitable or unmanageable. That is why there are no more important provisions of the joint venture agreements than those which govern its termination. Relating to those provisions, the author will refer to considerations that will apply whatever the form of the joint venture.
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Ding, Daniel Z. „Control, Conflict, and Performance: A Study of U.S.-Chinese Joint Ventures“. Journal of International Marketing 5, Nr. 3 (September 1997): 31–45. http://dx.doi.org/10.1177/1069031x9700500304.

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This study was designed to test empirically the linkages between control, conflict, and performance using a sample of U.S.-Chinese joint ventures established in China during the period of 1979–1989. Data were gathered through a questionnaire survey among U.S. managers and personal interviews with both U.S. and Chinese general managers in the selected joint ventures. Results showed that dominant managerial control exercised by the foreign partner had a positive impact on the perceived joint venture performance. The study identified major areas in which conflict between joint venture partners occurred. Empirical evidence was found that conflict between joint venture partners significantly hindered joint venture performance.
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Salk, Jane E. „Gérer une joint venture internationale“. Décisions Marketing N° 10, Nr. 1 (01.01.1997): 7–14. http://dx.doi.org/10.3917/dm.010.0007.

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Participer à la gestion d’une joint venture multinationale est une expérience aussi frustrante que gratifiante. Les joint ventures sont souvent fragiles, difficiles à gérer et exposées à toutes sortes de problèmes. Aussi, cet article s’appuie sur l’étude longitudinale de trois cas de joint ventures afin d’étudier comment les interactions initiales, et tout particulièrement certaines caractéristiques structurelles et certains processus sociaux, affectent les relations entre les managers de la joint venture.
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Jafari, Shahab, und Elahe Jahangard. „Dubious Allocation of Liability in the ICC Model Joint Venture Contract“. Business Law Review 43, Issue 5 (01.10.2022): 210–15. http://dx.doi.org/10.54648/bula2022031.

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Construction joint ventures are amongst the most common instances of open joint ventures. In 2018, the International Chamber of Commerce (ICC) published a model open joint ventures contract for construction projects to provide businesses with a balanced form of the agreement, enabling them to work together as joint operators. While the model contract provides a well-structured framework to regulate the relationship between the parties, the authors of this article are of the opinion that the basis for liability among joint venture members in the ICC Model Contract is dubious, if not wholly fallacious. Although much of what we say on the issue of liability of joint venture members in this article can equally be applied to all types of open joint venture agreements, or even close joint venture contracts, our main focus in this article is to scrutinize and criticize the proposed liability clause in the ICC Model Contract.
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Grant, Brad. „Joint Ventures in the Canadian Energy Industry“. Alberta Law Review 50, Nr. 2 (01.12.2012): 373. http://dx.doi.org/10.29173/alr254.

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This article explores the concept of a joint venture and the use of joint venture agreements in the Canadian energy industry. The discussion is particularly timely as there have been a number of significant joint ventures in the Canadian energy industry, particularly with respect to Asia Pacific investors who have spent billions of dollars to lock up parts of Canada’s oil and gas reserves. With a growing demand for energy among Asia Pacific countries, the article suggests that joint ventures will continue to be significant in the development of Canada’s energy industry. This article provides an overview of the different forms of joint ventures (the corporation, partnership, and contractual joint venture) and the risks and benefits associated with each. This article also addresses some of the key issues with respect to joint ventures generally.
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Hoffjan, Andreas, und Martin Karlowitsch. „The Balanced Scorecard as a Framework for Measuring International Joint Ventures Performance“. Indonesian Management and Accounting Research 12, Nr. 2 (05.07.2013): 67–88. http://dx.doi.org/10.25105/imar.v12i2.1170.

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International joint ventures present a factor that becomes more and more important in the commercial activities of companies. However, the development of systems for performance measurement of joint ventures remains largely unsolved. In this article, the Balanced Scorecard is adjusted to the requirements of joint ventures. This concept is especially appealing for joint ventures, because mere financial performance measurement is absolutely inadequate, if non-financial goals are pursued by the joint venture-partners. It reduces the complexity of the decision-making process by its focus on critical success factors and their clustering into four perspectives. As the utilization of synergies and soft factors like mutual trust and harmony are crucial for the success of joint ventures, the authors suggest the addition of a cooperation perspective to incorporate these issues. The concrete application and the design of the different perspectives of a Balanced Scorecard are illustrated by the example of the Chinese-German joint venture Ameco.Key words : international joint venture; balanced scorecard; performance measurement, case study
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Oyedeji, Joseph Oyewale. „Evaluation of Joint Ventures in Property Development in Lagos, Nigeria“. Journal of Surveying, Construction & Property 11, Nr. 1 (26.06.2020): 30–37. http://dx.doi.org/10.22452/jscp.vol11no1.3.

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Joint venture is a new financing model adopted in property development. However, there is little or no research in evaluating the model which this study aimed at achieving. The study populations are the members of Real Estate Developers Association of Nigeria in Lagos. Data were gathered through structured questionnaires administered to the study population. Gathered data were presented and analyzed through tables, chats and likert scales. Findings from the study revealed that residential property is the class of property mostly developed through joint venture in the study area. Also, the most prevalent parties that go into a joint venture agreement in the study area are; private property developer and financial institutions and the least prevalent are private property developers and the government. Financing is the most important term in a joint venture agreement in the study area and the least important term is acquisition of equipment. Finally, financing is the most prevalent problem of joint venture in the study area and breach of joint venture agreement is the least. Recommendations were made on how to solve joint ventures problems in property development. Also, there is need for further research on the nature of relationship between parties going into joint ventures.
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Zhang, Jingxiao, You Ouyang, Hui Li, Pablo Ballesteros-Pérez und Martin Skitmore. „Simulation analysis of incentives on employees' acceptance of foreign joint venture management practices: a case study“. Engineering, Construction and Architectural Management 27, Nr. 8 (12.05.2020): 2047–78. http://dx.doi.org/10.1108/ecam-06-2019-0321.

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PurposeCultural differences between employees of different nationalities are hindering the development of some transnational joint ventures. Describing and modelling the positive (or negative) factors that cause joint venture employees to accept (or reject) joint management business practices is of great value to all corporations operating abroad with locally sourced employees.Design/methodology/approachThis study uses a Sino-Japan construction joint venture project as a representative case study. First, structural equation modelling is used to identify the factors influencing Chinese employees' acceptance of joint venture management practices. Then, a system dynamics model is adopted to simulate the time-dependent effects of the incentives.FindingsThe study results (1) indicate which incentives strongly affect employee acceptance of joint venture management practices; (2) identify inefficient management practices in cross-cultural joint ventures; and (3) provide evidence that the employees' perceptions of clear purpose, good working relationships and helpful mechanisms positively and directly also support their acceptance of joint management practices.Originality/value–A dynamic simulation method is used to analyse the influence of various incentive factors on employee acceptance of joint management. This provides unprecedented information regarding how these factors interact with each other, hence how their effectiveness varies (both positively and negatively) over time. Further findings also provide new ideas for joint venture managers to adopt more effective management methods.
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Dissertationen zum Thema "Joint venture"

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Kemp, R. G. M. „Managing interdependence for joint venture success : an empirical study of Dutch international joint ventures /“. Groningen : Rijksuniversiteit Groningen, 1999. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=008965946&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Wortmann, Beda. „Durchgriffshaftung im Joint-venture : zugleich ein Beitrag zu den rechtlichen Grundlagen des Joint-venture /“. Frankfurt am Main ;Berlin ;Bern ;New York ;Paris ;Wien : Lang, 1995. http://www.gbv.de/dms/spk/sbb/recht/toc/271828145.pdf.

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Chen, Shiming. „Dimensions of international joint venture activity : the case of Taiwanese joint ventures in mainland China“. Thesis, University of Leeds, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.396573.

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Sakullelarasm, Phornchai. „International Joint Venture: An Analysis of the Effect of Joint Venture Formation on Shareholder Wealth“. Thesis, University of North Texas, 1991. https://digital.library.unt.edu/ark:/67531/metadc332538/.

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The purpose of the study is to empirically investigate the effect of international joint venture formation on shareholder wealth. The period under investigation was from 1972 to 1987. Based on the theoretical and empirical researches done in this area, several hypotheses were tested. The statistical significance of the capital market reation to the joint venture formations was examined by using the standard event study methodology. The Ordinary Least Squares method was used to estimate the coefficients of each firm's market model parameters. The results, in general, support the wealth effect of international joint venture formation. The capital market seems to react to the unexpected information of the international joint venture formation announcements. There is evidence to indicate that international joint ventures will provide firms' shareholders with positive net present values.
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Chung, Hon-tat, und 鍾漢達. „Joint ventures: a case study on an international joint venture in the construction industry in HongKong“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265637.

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Jerntved, Andreas, und Robert Ericson. „Resultatfördelning i joint venture : Hur skall resultatfördelning ske i joint venture och ger reglerna tillräcklig förutsebarhet?“ Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-84605.

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Samarbetsformen joint venture är inte rättsligt definierat i svensk rätt. Joint venture betraktas dock i allmänhet som enkla bolag. Frågan uppkommer hur resultatfördelning skall ske enligt gällande rätt mellan bolagsmännen inom joint venture som bedrivs i form av enkelt bolag.Enligt 4 kap. 1 § BL kan bolagsmännen genom dispositiv reglering fritt avtala om hur resultatfördelningen mellan dem skall se ut. Avtal kan ingås muntligt, skriftligt eller genom konkludent handlande. Om resultatfördelning inte avtalats gäller att resultatet skall fördelas lika mellan bolagsmännen, detta enligt 4 kap. 1–2 §§ BL som hänvisar till 2 kap. 8 § BL. En fördelning enligt 2 kap. 8 § BL tar således ej hänsyn till bolagsmännens insatser inom ramen för joint venture-samarbetet. Redan i bolagslagens förarbeten återfinns resonemang gällande om det inte vore lämpligare att använda sig av en fördelning efter bolagsmännens respektive insatser, något som diskuterats i doktrin och som behandlats i rättspraxis gällande obehörig fördelning inom handelsbolag och kommanditbolag. I rättspraxis har domstolarna valt att frångå regleringen i 2 kap. 8 § BL om resultatfördelning till förmån för andra fördelningsgrunder såsom efter insats respektive skälighet. Med an-ledning av yttranden i bolagslagens förarbeten, rättspraxis gällande såväl enkla bolag, som handelsbolag och kommanditbolag samt yttranden i doktrin har vi i denna uppsats gjort försök att analysera och besvara huruvida den nuvarande lagregleringen ger förutsebarhet eller om annan fördelningsgrund vore önskvärd och hur den i så fall bör utformas. Vår slutsats är att en fördelningsgrund efter insats vore önskvärd ur rättvisesynpunkt. Vidare anser vi att en resultatfördelning efter insats bättre skulle sammanfoga den civilrättsliga resultatfördelningen med skatterättens och redovisningsrättens regler. I vår analys har vi kommit fram till att förutsebarheten i nuvarande lagstiftning är låg. Med anledning av det nyss sagda efterfrågar vi en utredning huruvida resultatfördelning bör ske enligt befintlig lagstiftning eller efter insats.
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Lindbom, Cecilia, und Louise Medelberg. „Avgörande etableringsfaktorer vid ett joint venture“. Thesis, Uppsala University, Department of Business Studies, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-8786.

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Allt fler företag söker sig till nya marknader, vilket leder till att beslut måste fattas om hur expansionen bäst bör ske. En vanligt förekommande etableringsmetod är joint venture, varav uppsatsen kommer att fokusera på de avgörande faktorer som ligger till grund för valet av denna etableringsmetod. För att få en djupgående insikt till valet av joint venture har en fallstudie valts som undersökningsdesign. Detta möjliggör att båda parters syn på de bakomliggande faktorerna erhålls, samt vilka som var avgörande. En modell används som deskriptivt sammanfattar de avgörande faktorerna bakom valet av etableringsmetod, vilka är baserade på utvalda forskares verk. Modellen är uppdelad i sektioner omfattandes strategi, etableringsland, kunskap samt samarbetspartner. Faktorerna i dessa sektioner kommer genom den kvalitativa undersökningen leda till det faktum att det i fallstudien var vissa faktorer som var avgörande i valet av joint venture som etableringsmetod. De som vägde tyngst i detta fall var etableringshastigheten samt värdet och mängden kunskap båda parter kunde bidra med. Att etableringshastigheten ökade med hjälp av kunskapsfaktorerna beror på att de två företagen kompletterade varandra på ett mycket fördelaktigt sätt, varav ett joint venture var den etableringsmetod som passade båda parter bäst. De resultat uppsatsen generar i är inte generellt applicerbara, däremot är de användbara för liknande företag i snarlika situationer som de i fallstudien, exempelvis när expansion skall ske på en outvecklad marknad.

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戚盛榮 und Sing-wing Chik. „Case studies of international joint venture“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31267890.

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Orazgılıcov, Dövran. „Milletlerarası doğrudan yatırımlar açısından joint venture /“. İzmir : Güncel Yayınevi, 2006. http://swbplus.bsz-bw.de/bsz273032534inh.htm.

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Chik, Sing-wing. „Case studies of international joint venture /“. Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18835867.

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Bücher zum Thema "Joint venture"

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Superintendencia de Compañías del Ecuador., Hrsg. Joint venture. Quito, Ecuador: Superintendencia de Compañías del Ecuador, 1994.

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Echarri, Alberto. Joint venture. Madrid: Fundación Confemetal, 2002.

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Nimbkar, Jai. A joint venture. Phaltan, India: Jai Nimbkar, 1988.

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Ríos, Aníbal Sierralta. Joint venture internacional. Buenos Aires: Ediciones Depalma, 1996.

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Spiering, Christoph, und Amelie Abt. Handbuch Joint Venture. Heidelberg: C.F. Müller, 2010.

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Dayınlarlı, Kemal. Joint venture sözleşmesi. Ankara: Dayınlarlı, 1989.

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Alberta. Farm Business Management Branch., Hrsg. Operating a joint venture. Edmonton, Alta: Alberta Agriculture, Food, and Rural Development, Publishing Branch, 1995.

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Aulin, Lisen. Joint venture i Sovjet. Stockholm: Juristförlaget, 1989.

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Tamagno, Maristela Basso. Joint venture: Manual prático. Porto Alegre: Livraria do Advogado Editora, 1994.

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1953-, Harroch Richard D., Hrsg. Partnership & joint venture agreements. New York, NY (111 8th Ave., New York 10011): Law Journal Seminars-Press, 1992.

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Buchteile zum Thema "Joint venture"

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Nahler, Gerhard. „joint-venture“. In Dictionary of Pharmaceutical Medicine, 101. Vienna: Springer Vienna, 2009. http://dx.doi.org/10.1007/978-3-211-89836-9_754.

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Leih, Sohvi. „Joint Venture“. In The Palgrave Encyclopedia of Strategic Management, 826–28. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_763.

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Leih, Sunyoung. „Joint Venture“. In The Palgrave Encyclopedia of Strategic Management, 1–3. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_763-1.

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Coulson, Jonathan, Paul Roberts und Isabelle Taylor. „Joint-Venture Buildings“. In University Trends, 123–35. Second edition. | New York : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315213606-7.

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Stofan, Richard H., und Robert L. Stultz. „A Joint Venture in the People’s Republic of China“. In Joint Ventures, 69–76. Wiesbaden: Gabler Verlag, 1991. http://dx.doi.org/10.1007/978-3-322-94437-5_5.

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Zhou, Zheng. „Joint Venture in China“. In Internationales Business Development, 273–78. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-05659-9_16.

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Tamm, Axel. „Joint Venture als Kooperationsstrategie“. In Joint Ventures in der ČSFR, 49–90. Wiesbaden: Deutscher Universitätsverlag, 1993. http://dx.doi.org/10.1007/978-3-663-12184-8_3.

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Keßler, Herbert J. „DEG-Joint-Venture-Finanzierung“. In Internationale Handelsfinanzierung, 308–13. Wiesbaden: Gabler Verlag, 1996. http://dx.doi.org/10.1007/978-3-322-84618-1_15.

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Bokros, Jack. „Negotiating Chinese Joint Venture“. In Heart of Carbon, 117–19. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-17933-4_16.

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Rumer, Klaus. „Das Gemeinschafts-Unternehmen (Joint Venture)“. In Internationale Kooperationen und Joint Ventures, 63–72. Wiesbaden: Gabler Verlag, 1994. http://dx.doi.org/10.1007/978-3-663-07879-1_9.

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Konferenzberichte zum Thema "Joint venture"

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Six, N. „NASA/University Joint Venture (JOVE)“. In Space Programs and Technologies Conference and Exhibit. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1993. http://dx.doi.org/10.2514/6.1993-4285.

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Gallup, Donald, Thomas Mancini, John Christensen und Kelly Beninga. „The utility-scale joint-venture program“. In Intersociety Energy Conversion Engineering Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1994. http://dx.doi.org/10.2514/6.1994-3941.

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Hendrix, Philip, und Barbara J. Grosz. „Reputation in the joint venture game“. In the 6th international joint conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1329125.1329342.

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Ming, Li. „Study on Management of Construction Joint Venture“. In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5576146.

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Yu, Zhiwei, Chen Lu und Daniel W. M. Chan. „Review of Joint Venture Studies in Construction“. In International Conference on Construction and Real Estate Management 2017. Reston, VA: American Society of Civil Engineers, 2017. http://dx.doi.org/10.1061/9780784481080.017.

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Li, Zijie, Jianfeng Wu, Yonggui Wang und Ming Cai. „Knowledge Complexity, Learning Capability and Joint Venture Instability“. In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5305099.

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7

Panescu, Dorin, John Pearce, Mark Kroll, Nitish Thakor, Reese Terry und Steven Mitchell. „“Medical device development: An Industry-Academia joint venture?”“. In 2008 30th Annual International Conference of the IEEE Engineering in Medicine and Biology Society. IEEE, 2008. http://dx.doi.org/10.1109/iembs.2008.4649067.

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8

Дідківська, В. В. „ОСНОВИ ЗАРУБІЖНОГО ПРАВОВОГО РЕГУЛЮВАННЯ СПІЛЬНОЇ ДІЯЛЬНОСТІ JOINT VENTURE“. In ПРАВОВЕ РЕГУЛЮВАННЯ СУСПІЛЬНИХ ВІДНОСИН: ПЕРСПЕКТИВНІ НАПРЯМИ НА ШЛЯХУ ДО СТАЛОГО РОЗВИТКУ. Liha-Pres, 2022. http://dx.doi.org/10.36059/978-966-397-268-8-16.

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Gonzalez-Perez, H., C. Laporte und B. Palacin. „CNES and multibeam antennas, a decade of joint venture“. In 2014 8th European Conference on Antennas and Propagation (EuCAP). IEEE, 2014. http://dx.doi.org/10.1109/eucap.2014.6901720.

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10

Matzke, Richard H. „Joint Venture Opportunities in the USSR and Eastern Europe“. In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 1991. http://dx.doi.org/10.2118/22603-ms.

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Berichte der Organisationen zum Thema "Joint venture"

1

Imaz, M., C. Gay, R. Friedmann und B. Goldberg. Mexico joins the venture: Joint Implementation and Greenhouse Gas Emissions. Office of Scientific and Technical Information (OSTI), November 1998. http://dx.doi.org/10.2172/6483.

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2

Bean, John R., und Richard B. Diver. Technical Status of the Dish/Stirling Joint Venture Program. Fort Belvoir, VA: Defense Technical Information Center, Januar 1995. http://dx.doi.org/10.21236/ada350583.

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3

MANCINI, THOMAS R. Solar Thermal Utility-Scale Joint Venture Program (USJVP) Final Report. Office of Scientific and Technical Information (OSTI), April 2001. http://dx.doi.org/10.2172/782592.

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4

Allred, Karla. Endangered Species and North American Waterfowl Management Plan Joint Venture Areas,. Fort Belvoir, VA: Defense Technical Information Center, Oktober 1996. http://dx.doi.org/10.21236/ada326249.

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5

Author, Not Given. Combustion characterization of carbonized RDF, Joint Venture Task No. 7. Topical Report. Office of Scientific and Technical Information (OSTI), April 1995. http://dx.doi.org/10.2172/3759.

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6

Sterzinger, G. J. Integrated gasification combined cycle and steam injection gas turbine powered by biomass joint-venture evaluation. Office of Scientific and Technical Information (OSTI), Mai 1994. http://dx.doi.org/10.2172/10145278.

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7

Buckland, Sandra Stansbery, und Teena Jennings Rentenaar. Creating Community Connections through a Joint Venture with a Trade Association: A Six-Year Retrospective of What We’ve Learned. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-782.

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8

Flórez Martínez, Diego Hernando, und Leidy Johanna Cardenas Solano. Análisis de tendencias: Spin-Offs alternativas para la transferencia de conocimiento en AGROSAVIA. Corporación Colombiana de Investigación Agropecuaria - AGROSAVIA, 2022. http://dx.doi.org/10.21930/agrosavia.analisistendencias.2022.1.

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Annotation:
Se realizó una búsqueda de información secundaria para analizar los procesos de transferencia tecnológica enfocados en la creación de spin-off usando la ecuación: TITLE-ABS-KEY ((Creation OR generation OR development) AND (Spin$off* OR spin$out* OR spillover OR “joint$venture” OR start$up OR “tech* bróker”) AND (“tech* transfer” OR “knowledge transfer” OR “business model”)). También se ha tenido en cuenta en la construcción del informe de análisis lo que propone la ley de spin-off de Colombia, donde se define spin-off como una empresa con fines de lucro creada por al menos un miembro de la comunidad universitaria, que basa su actividad en conocimientos, especialmente aquellos protegidos por derechos de propiedad intelectual, obtenidos en el entorno universitario, resultados de actividades de I+D+i (Morales-Gualdrón, 2020; Pérez-Hernández et al., 2021).
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Sheehy, Robert, Remy Cohen, Javier Freixas und José Antonio Trujillo del Valle. Infrastructure Financing with Unbundled Mechanisms. Inter-American Development Bank, Dezember 1997. http://dx.doi.org/10.18235/0008893.

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Annotation:
This paper discusses the radical change of the role of the public sector in the financing of infrastructure projects during the nineties. The generalized response to the new environment has taken the form of arrangements in which private initiative is empowered to construct and finance the projects, retaining their ownership temporarily. These arrangements, which are referred to as Build-Lease-Transfer (BLT) and Build-Operate-Transfer (BOT), respectively, have proved to be an efficient approach to develop infrastructure that the public sector by itself could not undertake. The authors argue that a generalized use of BOT schemes, whose main characteristic is the concentration of all responsibilities (building, management and financing) in a unique private agent (or a joint venture of private agents), could be challenged on the grounds that the unbundling of these responsibilities is a more efficient alternative.
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Blomstrom, Magnus, und Mario Zejan. Why Do Multinational Firms Seek Out Joint Ventures? Cambridge, MA: National Bureau of Economic Research, Mai 1989. http://dx.doi.org/10.3386/w2987.

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