Relevant bibliographies by topics / International joint ventures

Academic literature on the topic 'International joint ventures'

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Published: 4 June 2021
Last updated: 6 September 2023

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Journal articles on the topic "International joint ventures"

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Hoffjan, Andreas, and Martin Karlowitsch. "The Balanced Scorecard as a Framework for Measuring International Joint Ventures Performance." Indonesian Management and Accounting Research 12, no. 2 (July 5, 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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Albrecht, Maryann H., Anthony M. Pagano, and Palin Phoocharoon. "International Joint Ventures." Journal of Euromarketing 4, no. 3-4 (April 24, 1996): 89–127. http://dx.doi.org/10.1300/j037v04n03_07.

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Shenkar, Oded, and Yoram Zeira. "International Joint Ventures:." Journal of Global Marketing 5, no. 1-2 (November 22, 1991): 145–61. http://dx.doi.org/10.1300/j042v05n01_10.

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Shilling, James, and Charles H. Wurtzebach. "International Real Estate Review." International Real Estate Review 18, no. 2 (June 30, 2015): 241–76. http://dx.doi.org/10.53383/100201.

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We study the relative performance of private equity real estate joint ventures by using new data that connect investment style, ownership structures, and quarterly cash flows for a large sample of sold properties from 1978-2009. The expansion into joint ventures by private equity core, value-added and opportunistic real estate funds since 1990 has been significant. This paper tests three hypotheses. First, do real estate joint ventures experience higher returns? Second, are investment fund managers generally willing to take on riskier projects in forming joint ventures? Third, are joint ventures formed to procure new business and grow assets under management and maximize fund fees? Tests of these hypotheses are performed by using quantile regressions, to determine whether the returns on joint venture projects are more concentrated in the tails of the return distribution ¡V particularly in the left (low end) tail ¡V than are whole assets. We reject the hypothesis that real estate joint ventures experience abnormal returns overall. However, we do find evidence that there is a lot more risk taking by value-added funds relative to core funds. Our evidence is also consistent with more risk taking by large investment fund managers vs. small investment fund managers.
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Ibels, David, Marc Van Grondelle, Jonathon Peacock, and Jonathan Smith. "Making joint ventures work." APPEA Journal 53, no. 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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Julian, Craig C. "Joint Venture Conflict: The Case of Thai International Joint Ventures." Journal of Asia-Pacific Business 9, no. 1 (April 21, 2008): 6–27. http://dx.doi.org/10.1080/10599230801971242.

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Fey, Carl F., and Paul W. Beamish. "Joint venture conflict: the case of Russian international joint ventures." International Business Review 9, no. 2 (April 2000): 139–62. http://dx.doi.org/10.1016/s0969-5931(99)00034-7.

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Muralidharan, Raman, and Robert D. Hamilton. "RESTRUCTURING INTERNATIONAL JOINT VENTURES." International Journal of Organizational Analysis 7, no. 4 (April 1999): 307–32. http://dx.doi.org/10.1108/eb028904.

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Dume, Philippe, and Sergey Frank. "MANAGING INTERNATIONAL JOINT VENTURES." London Business School Review 26, no. 1 (March 2015): 52–53. http://dx.doi.org/10.1111/2057-1615.12016.

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Beamish, Paul W. "The Characteristics of Joint Ventures in the People's Republic of China." Journal of International Marketing 1, no. 2 (June 1993): 29–48. http://dx.doi.org/10.1177/1069031x9300100203.

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This paper compares the characteristics of international equity joint ventures in the People's Republic of China (PRC) with joint ventures in developing country market economies. The characteristics of Sino-foreign joint ventures were derived from twelve studies published since 1986, including the author's new sample. Twelve joint venture characteristics are reviewed along dimensions of design, management and performance. Joint ventures in PRC are frequently used, created due to government pressure and with government partners, and often formed with partners from ethnically related countries. Further, many intended joint ventures are never implemented, and those that are implemented have often been set up for a predetermined duration. The foreign partner most commonly has a minority equity position, and those who have used split control have seen stronger performance. Overall joint venture stability has been high, but is expected to decline, and foreign partner satisfaction with performance is low.
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Dissertations / Theses on the topic "International joint ventures"

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Yan, Yanni. "Ownership and control in international joint ventures : a study of Sino-foreign joint ventures." Thesis, University of Cambridge, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.389427.

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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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Halfvardsson, Terese, Jagoda Maracic, and Peter Sjöberg. "Knowledge Harvesting from International Joint Ventures." Thesis, Kristianstad University College, Department of Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-3263.

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This dissertation explores and analyses factors which could facilitate Knowledge

Harvesting, and also how important it is for the parent companies. Knowledge

Harvesting is one of the knowledge processes within an international joint venture

network that has not received much attention from the academic community. After

relevant review of the literature in the area of international joint ventures and

knowledge management, the authors of the dissertation created a model. The model

consists of five factors: Motive, Absorptive capacity, Knowledge characteristics,

Trust, and Control. Eight hypotheses are formulated in order to test the model. The

empirical study is concentrated on Swedish companies involved in an international

joint venture with a foreign company. A deductive approach is chosen in order to

answer the research questions, and primary data is collected using an online survey.

The results of the questionnaire are analysed in a descriptive manner and several

conclusions are drawn.

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Chung, Hon-tat, and 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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Chung, Hon-tat. "Joint ventures : a case study on an international joint venture in the construction industry in Hong Kong /." [Hong Kong : University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13731087.

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Zhong, Litao. "Domestic tax policy and international joint ventures /." Available to subscribers only, 2006. http://proquest.umi.com/pqdweb?did=1240702271&sid=5&Fmt=2&clientId=1509&RQT=309&VName=PQD.

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Hau, Le Nguyen. "Acquiring marketing knowledge through international joint ventures." Thesis, View thesis, 2005. http://handle.uws.edu.au:8081/1959.7/22517.

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The research stream on interpartner learning in international strategic alliances has evolved in recent years. Although several research problems have been addressed, there remain gaps in the literature about the facilitators and outcomes of knowledge acquisition in international joint ventures. To bridge these gaps, this research has two main objectives. Firstly, it identifies various antecedents and tests their effects on the acquisition of marketing know-how by the local partner from the foreign partner. Secondly, it investigates how the acquired marketing know-how impacts on the learning outcomes in an IJV.The findings of this study show the effects of eight antecedents on the acquisition of tacit and explicit forms of marketing know-how. Research gaps have been bridged by this study in several ways. The thesis has also answered the call for empirical studies to provide statistical evidence with respect to inter-organizational learning in the international arena. It contributes new measurement scales as well as suggests effective ways of acquiring marketing knowledge from foreign partners in IJV.
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Hau, Le Nguyen. "Acquiring marketing knowledge through international joint ventures." View thesis, 2005. http://handle.uws.edu.au:8081/1959.7/22517.

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Thesis (Ph.D.) -- University of Western Sydney, 2005.
"A thesis submitted for the degree of Doctor of Philosophy, University of Western Sydney, 2005". Includes bibliographical references and appendices.
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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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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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Books on the topic "International joint ventures"

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Ott, Ursula F. International Joint Ventures. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464.

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Dennis, Campbell, and Center for International Legal Studies., eds. International joint ventures. New York: M. Bender, 1996.

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A, Dobkin James, and Federal Publications Inc, eds. International joint ventures. 2nd ed. Washington, D.C. (1120 20th St., N.W., Washington 20036): Federal Publications, 1988.

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1938-, Ross Alfred J., and Practising Law Institute, eds. International joint ventures, 2000. New York, N.Y: Practising Law Institute, 2000.

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Joint Ventures (1st 1988 Moscow). Joint Ventures-88. Moscow: Interquadro, 1989.

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Joint Ventures (1st 1988 Moscow). Joint Ventures-88. Moscow: Interquadro, 1989.

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Yan, Yanni. International Joint Ventures in China. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780333983898.

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Sornarajah, M. Law of international joint ventures. Singapore: Longman, 1992.

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A, Dobkin James, and Burt Jeffrey A, eds. Joint ventures with international partners. Stoneham, Mass: Butterworth Legal Publishers, 1989.

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Inc, Federal Publications, ed. International joint ventures: Course manual. [Washington, D.C.] (1120 20th St., NW, Washington 20036): Federal Publications, 1986.

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Book chapters on the topic "International joint ventures"

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Ott, Ursula F. "Introduction." In International Joint Ventures, 1–10. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_1.

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Ott, Ursula F. "Theoretical Underpinning." In International Joint Ventures, 11–31. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_2.

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Ott, Ursula F. "The Rules of the IJV Games." In International Joint Ventures, 32–62. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_3.

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Ott, Ursula F. "A General Framework for Multi-Person Decision-Making." In International Joint Ventures, 63–82. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_4.

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Ott, Ursula F. "Static Common Agency." In International Joint Ventures, 83–142. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_5.

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Ott, Ursula F. "Dynamic Common Agency." In International Joint Ventures, 143–59. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_6.

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Ott, Ursula F. "Endgames — Termination Scenarios in the Last Stage of an IJV Life Cycle." In International Joint Ventures, 160–79. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_7.

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Ott, Ursula F. "Conclusion." In International Joint Ventures, 180–87. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230625464_8.

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Yan, Yanni. "Sino-Foreign Joint Ventures." In International Joint Ventures in China, 10–38. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780333983898_2.

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Henderson, James, and Alastair Ferguson. "Joint Ventures from the 1990s." In International Partnership in Russia, 115–44. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137352279_3.

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Conference papers on the topic "International joint ventures"

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Gabriel, Tita-Nicolescu. "JOINT VENTURES." In 41st International Academic Conference, Venice. International Institute of Social and Economic Sciences, 2018. http://dx.doi.org/10.20472/iac.2018.041.015.

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Meier and Chismar. "Information technology support for international joint ventures." In Proceedings of the Twenty-Seventh Annual Hawaii International Conference on System Sciences. IEEE Comput. Soc. Press, 1994. http://dx.doi.org/10.1109/hicss.1994.323471.

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Kelly, T., A. Weinzierl, B. Vogel, and E. Kelly. "Joint International Ventures Require Compatible Engineering Data Exchange." In International Conference On Environmental Systems. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1994. http://dx.doi.org/10.4271/941419.

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Ding, Yiheng. "Identifying Key Success Factors of International Joint Ventures." In 2021 International Conference on Transformations and Innovations in Business and Education (ICTIBE 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210809.035.

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SAYILIR, Ali. "The effects of international joint ventures on local partners." In 2nd International Scientific Conference - Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School - Maribor, Slovenia; Integrated Business Faculty - Skopje, Macedonia; Faculty of Management - Zajecar, Serbia, 2018. http://dx.doi.org/10.31410/eman.2018.959.

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Swe, Thet Htar, and Wasaporn Techapeeraparnich. "Barriers to International Construction Joint Ventures (ICJVs) in Myanmar." In ICFET 2021: 2021 The 7th International Conference on Frontiers of Educational Technologies. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3473141.3473254.

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Swe, Thet Htar, and Wasaporn Techapeeraparnich. "Barriers to International Construction Joint Ventures (ICJVs) in Myanmar." In ICFET 2021: 2021 The 7th International Conference on Frontiers of Educational Technologies. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3473141.3473254.

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Abdelghany, Yasser, and A. Samer Ezeldin. "Classification of Risks for International Construction Joint Ventures (ICJV) Projects." In Construction Research Congress 2010. Reston, VA: American Society of Civil Engineers, 2010. http://dx.doi.org/10.1061/41109(373)126.

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Parker, Glen. "HES Assessments of Non-Operated Joint Ventures." In SPE International Conference on Health, Safety, and Environment. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/168575-ms.

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Hwang, Bon-Gang, Xianbo Zhao, and Gwendolyn Shiyun Yu. "Risk Assessment in Underground Rail International Construction Joint Ventures in Singapore." In International Conference on Sustainable Infrastructure 2014. Reston, VA: American Society of Civil Engineers, 2014. http://dx.doi.org/10.1061/9780784478745.023.

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Reports on the topic "International joint ventures"

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Desai, Mihir, C. Fritz Foley, and James Hines. International Joint Ventures and the Boundaries of the Firm. Cambridge, MA: National Bureau of Economic Research, August 2002. http://dx.doi.org/10.3386/w9115.

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Raubitschek, Ruth, and Barbara Spencer. High-Cost Domestic Joint Ventures and International Competition: Do Domestic Firms Gain? Cambridge, MA: National Bureau of Economic Research, July 1994. http://dx.doi.org/10.3386/w4804.

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Desai, Mihir, and James Hines. "Basket" Cases: International Joint Ventures After the Tax Reform Act of 1986. Cambridge, MA: National Bureau of Economic Research, September 1996. http://dx.doi.org/10.3386/w5755.

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Jiang, Kun, Wolfgang Keller, Larry Qiu, and William Ridley. International Joint Ventures and Internal vs. External Technology Transfer: Evidence from China. Cambridge, MA: National Bureau of Economic Research, March 2018. http://dx.doi.org/10.3386/w24455.

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Perkins, Susan, Randall Morck, and Bernard Yeung. Innocents Abroad: The Hazards of International Joint Ventures with Pyramidal Group Firms. Cambridge, MA: National Bureau of Economic Research, April 2008. http://dx.doi.org/10.3386/w13914.

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Smit, Amelia, Kate Dunlop, Nehal Singh, Diona Damian, Kylie Vuong, and Anne Cust. Primary prevention of skin cancer in primary care settings. The Sax Institute, August 2022. http://dx.doi.org/10.57022/qpsm1481.

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Overview Skin cancer prevention is a component of the new Cancer Plan 2022–27, which guides the work of the Cancer Institute NSW. To lessen the impact of skin cancer on the community, the Cancer Institute NSW works closely with the NSW Skin Cancer Prevention Advisory Committee, comprising governmental and non-governmental organisation representatives, to develop and implement the NSW Skin Cancer Prevention Strategy. Primary Health Networks and primary care providers are seen as important stakeholders in this work. To guide improvements in skin cancer prevention and inform the development of the next NSW Skin Cancer Prevention Strategy, an up-to-date review of the evidence on the effectiveness and feasibility of skin cancer prevention activities in primary care is required. A research team led by the Daffodil Centre, a joint venture between the University of Sydney and Cancer Council NSW, was contracted to undertake an Evidence Check review to address the questions below. Evidence Check questions This Evidence Check aimed to address the following questions: Question 1: What skin cancer primary prevention activities can be effectively administered in primary care settings? As part of this, identify the key components of such messages, strategies, programs or initiatives that have been effectively implemented and their feasibility in the NSW/Australian context. Question 2: What are the main barriers and enablers for primary care providers in delivering skin cancer primary prevention activities within their setting? Summary of methods The research team conducted a detailed analysis of the published and grey literature, based on a comprehensive search. We developed the search strategy in consultation with a medical librarian at the University of Sydney and the Cancer Institute NSW team, and implemented it across the databases Embase, MEDLINE, PsycInfo, Scopus, Cochrane Central and CINAHL. Results were exported and uploaded to Covidence for screening and further selection. The search strategy was designed according to the SPIDER tool for Qualitative and Mixed-Methods Evidence Synthesis, which is a systematic strategy for searching qualitative and mixed-methods research studies. The SPIDER tool facilitates rigour in research by defining key elements of non-quantitative research questions. We included peer-reviewed and grey literature that included skin cancer primary prevention strategies/ interventions/ techniques/ programs within primary care settings, e.g. involving general practitioners and primary care nurses. The literature was limited to publications since 2014, and for studies or programs conducted in Australia, the UK, New Zealand, Canada, Ireland, Western Europe and Scandinavia. We also included relevant systematic reviews and evidence syntheses based on a range of international evidence where also relevant to the Australian context. To address Question 1, about the effectiveness of skin cancer prevention activities in primary care settings, we summarised findings from the Evidence Check according to different skin cancer prevention activities. To address Question 2, about the barriers and enablers of skin cancer prevention activities in primary care settings, we summarised findings according to the Consolidated Framework for Implementation Research (CFIR). The CFIR is a framework for identifying important implementation considerations for novel interventions in healthcare settings and provides a practical guide for systematically assessing potential barriers and facilitators in preparation for implementing a new activity or program. We assessed study quality using the National Health and Medical Research Council (NHMRC) levels of evidence. Key findings We identified 25 peer-reviewed journal articles that met the eligibility criteria and we included these in the Evidence Check. Eight of the studies were conducted in Australia, six in the UK, and the others elsewhere (mainly other European countries). In addition, the grey literature search identified four relevant guidelines, 12 education/training resources, two Cancer Care pathways, two position statements, three reports and five other resources that we included in the Evidence Check. Question 1 (related to effectiveness) We categorised the studies into different types of skin cancer prevention activities: behavioural counselling (n=3); risk assessment and delivering risk-tailored information (n=10); new technologies for early detection and accompanying prevention advice (n=4); and education and training programs for general practitioners (GPs) and primary care nurses regarding skin cancer prevention (n=3). There was good evidence that behavioural counselling interventions can result in a small improvement in sun protection behaviours among adults with fair skin types (defined as ivory or pale skin, light hair and eye colour, freckles, or those who sunburn easily), which would include the majority of Australians. It was found that clinicians play an important role in counselling patients about sun-protective behaviours, and recommended tailoring messages to the age and demographics of target groups (e.g. high-risk groups) to have maximal influence on behaviours. Several web-based melanoma risk prediction tools are now available in Australia, mainly designed for health professionals to identify patients’ risk of a new or subsequent primary melanoma and guide discussions with patients about primary prevention and early detection. Intervention studies have demonstrated that use of these melanoma risk prediction tools is feasible and acceptable to participants in primary care settings, and there is some evidence, including from Australian studies, that using these risk prediction tools to tailor primary prevention and early detection messages can improve sun-related behaviours. Some studies examined novel technologies, such as apps, to support early detection through skin examinations, including a very limited focus on the provision of preventive advice. These novel technologies are still largely in the research domain rather than recommended for routine use but provide a potential future opportunity to incorporate more primary prevention tailored advice. There are a number of online short courses available for primary healthcare professionals specifically focusing on skin cancer prevention. Most education and training programs for GPs and primary care nurses in the field of skin cancer focus on treatment and early detection, though some programs have specifically incorporated primary prevention education and training. A notable example is the Dermoscopy for Victorian General Practice Program, in which 93% of participating GPs reported that they had increased preventive information provided to high-risk patients and during skin examinations. Question 2 (related to barriers and enablers) Key enablers of performing skin cancer prevention activities in primary care settings included: • Easy access and availability of guidelines and point-of-care tools and resources • A fit with existing workflows and systems, so there is minimal disruption to flow of care • Easy-to-understand patient information • Using the waiting room for collection of risk assessment information on an electronic device such as an iPad/tablet where possible • Pairing with early detection activities • Sharing of successful programs across jurisdictions. Key barriers to performing skin cancer prevention activities in primary care settings included: • Unclear requirements and lack of confidence (self-efficacy) about prevention counselling • Limited availability of GP services especially in regional and remote areas • Competing demands, low priority, lack of time • Lack of incentives.
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