Relevant bibliographies by topics / International joint ventures (IJVs)

Academic literature on the topic 'International joint ventures (IJVs)'

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Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "International joint ventures (IJVs)"

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Konara, Palitha, Zita Stone, and Alex Mohr. "Explaining alternative termination modes of international joint ventures." International Marketing Review 37, no. 6 (May 25, 2020): 1121–53. http://dx.doi.org/10.1108/imr-02-2019-0085.

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PurposeThe authors combine options logic with transaction cost economics to explain why firms maintain, divest or buy out their international joint ventures (IJVs). It is suggested that a decline in environmental risk and higher partner-related risk makes a firm more likely to acquire an IJV but less likely to divest an IJV. The study also investigates how IJV age moderates the effects of a decline in environmental risk and higher partner-related risk.Design/methodology/approachThe study employs competing risks analyses to examine the drivers of different termination outcomes using a dataset consisting of 459 IJVs in the People's Republic of China, of which 110 were either acquired or divested by their foreign parent.FindingsThe study finds that changes in environmental risk and partner-related risk affect how firms terminate their IJVs in the People's Republic of China. Specifically, the authors find that the effect of exogenous and endogenous risk are more pronounced for the acquisition of IJVs than for the divestment of IJVs.Research limitations/implicationsThe study contributes to international marketing research by complementing options logic with transaction cost economics to provide a theoretical explanation of the different ways in which IJVs in the People's Republic of China are terminated.Practical implicationsIJVs continue to be an important yet often unstable method to serve international markets. Our findings increase managers' awareness of the effect that two important sources of risk may have on the termination of IJVs in the People's Republic of China.Originality/valueThe study provides novel insights into the effect that changes in exogenous and endogenous risk have on a firm's choice of termination mode drawing on novel data on the different ways in which foreign firms have terminated their IJVs in the Peoples' Republic of China.
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Jain, Kirti, and Sudhir Jain. "Performance Evaluation Criteria for International Joint Venture." Journal of International Business and Economy 5, no. 1 (December 1, 2004): 53–76. http://dx.doi.org/10.51240/jibe.2004.1.4.

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Joint ventures are different from traditional organizations in terms of their life cycle and therefore their performance measures tend to be somewhat different. The traditional approaches to performance evaluation for an organization offer a diverse set of measures in financial management. However, they omit an aspect in case of IJVs – IJVs are a new form of entity with at least two partners with varied interests - which, both IJV managers and business theoreticians are now paying increasing attention to. Apart from traditional financial performance criteria, non-financial performance criteria show strong promise for measuring IJV performance. This research paper presents various IJV performance criteria and assesses them as perceived by the Indian automotive IJVs. It attempts to look for a holistic measure that can be used to quantify the performance of an IJV.
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Ali, Tahir, and Saba Khalid. "Trust-performance relationship in international joint ventures: the moderating roles of structural mechanisms." Journal of Business & Industrial Marketing 32, no. 7 (August 7, 2017): 962–73. http://dx.doi.org/10.1108/jbim-02-2017-0025.

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Purpose This study aims to investigate the relationship between trust and performance in international joint ventures (IJVs) with the moderating effects of the structural mechanisms from transaction cost approach. Design/methodology/approach Using web-survey, data are collected from 89 IJVs of Northern European firms in Asia, Europe and America. Empirical data are analyzed with structural equation modeling and estimates moderating effects of symmetric dependence, symmetric equity share and resource complementarity. Findings The findings offer some interesting insights for transaction cost and the social exchange theory. This study demonstrates that a symmetric equity share between IJV partners does not moderate the trust–performance relationship, while a symmetric dependence and resource complementarity between partners effect positively. Therefore, trust takes on greater importance in enhancing IJV performance under symmetric dependence and resource complementarity and symmetric equity share between IJV partners deprecates the importance of equity distribution. Practical implications A symmetric dependence prevents the deceit from either partner in trusting relationships. Further, a trustful relationship enhances IJV performance regardless of the equity share in IJVs. IJVs with asymmetric equity share can also be successful, provided that IJV partners develop inter-partner trust. Originality/value The extant research has not examined how the trust–performance relationship is contingent on structural mechanisms of IJVs that transaction cost economics deem necessary to prevent opportunistic behavior. Three structural mechanisms of symmetric dependence, symmetric equity share and resource complementarity moderate the trust–performance relationship in IJVs.
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Child, John. "A Configurational Analysis of International Joint Ventures." Organization Studies 23, no. 5 (September 2002): 781–815. http://dx.doi.org/10.1177/0170840602235005.

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A stream of research has focused on the ownership shares that partner companies take in international joint ventures [IJVs] and the leverage this may provide for control and performance. This research has normally adopted a `variance' approach, which examines `independent' variables as potential predictors of the focal phenomenon. The variance approach has yielded reasonably consistent results for the relationship between IJV ownership and control, but not in respect of performance. In searching for the optimum predictive model for whole samples, the variance approach risks overlooking inter-case nuances that may result from somewhat different configurations of variables. An alternative approach seeks to explore how and why variables configure together in different combinations. This paper draws on a study of 20 Sino-UK IJVs and their parent companies. It proceeds from a conventional variance analysis to identify different IV configurations. These configurations can be understood in the light of each IV's formative context, and they relate to performance in different ways. Propositions deriving from the study are offered as guidelines for further research.
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Reuer, Jeffrey J., Beverly B. Tyler, Tony W. Tong, and Cheng-Wei Wu. "Executives' Assessments of International Joint Ventures in China: A Multi-Theoretical Investigation." Management and Organization Review 8, no. 2 (July 2012): 311–40. http://dx.doi.org/10.1111/j.1740-8784.2011.00254.x.

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Despite the rich set of theories that have developed on international joint ventures (IJVs), little is known about what theoretical criteria senior executives actually incorporate in their judgments of IJV opportunities and partners. Empirical studies have often applied individual theories in a particularistic fashion, rather than recognizing the different theoretical perspectives that boundedly-rational executives may incorporate into their decision models. In this article, we combine decision criteria associated with multiple theories rooted in organizational economics to investigate how top executives process information on IJV opportunities in China. Using an established experimental technique known as policy capturing, we examine how executives cognitively weigh criteria from four prominent theories when making initial assessments of IJVs (i.e., the resource-based view, transaction cost economics, information economics, and real options theory). Our arguments and findings on executives' IJV decision models contribute to decision-making research on alliances and IJVs in China.
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Liu, Li (Isabella), Sajjad M. Jasimuddin, and David Faulkner. "Does Strategic Alliance Matter In Managing Innovation In China?" Journal of Applied Business Research (JABR) 30, no. 3 (April 24, 2014): 793. http://dx.doi.org/10.19030/jabr.v30i3.8565.

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<p>Innovation is the route to competitive advantage for a firm. In this regard, strategic alliances, particularly international joint venture (IJV), is an effective vehicle for creating innovation capabilities. This paper attempts to explore innovation activities in IJVs between Chinese and Western companies. China is currently largely an OEM country that supplies the whole world with a wide variety of products. However it still lacks a higher level of innovation. The paper reports a qualitative study conducted at two Sino-Western IJVs about how IJVs can help Chinese companies to become innovative. China has easy access to foreign technology, but is weak in its domestic clustering of technology infrastructure. Sino-Western joint ventures are found useful in creating transferable innovation in China. The paper suggests key success factors for creating innovation capabilities through IJV formation.</p>
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Nippa, Michael, Schon Beechler, and Andreas Klossek. "Success Factors for Managing International Joint Ventures: A Review and an Integrative Framework." Management and Organization Review 3, no. 2 (July 2007): 277–310. http://dx.doi.org/10.1111/j.1740-8784.2007.00067.x.

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International joint ventures (IJV) are an important organizational mode for expanding and sustaining global business and have been of special relevance for the emerging Chinese market for decades. While IJVs offer specific economic advantages they also present serious management problems that lead to high failure rates, especially in developing countries. Because of the strategic relevance of IJVs and corresponding management challenges, research on success factors for managing IJVs in China has received broad attention, resulting in a variety of studies. However, there are no conceptual syntheses of the literature to date and further development in the field is hampered by both a lack of consolidation of what is known and identification of viable avenues for future research. We address this gap by building on existing concepts in the field, developing them further and synthesizing them into an integrative, theory-based framework of IJV success factors. We use this framework to systematically depict the results of both empirical studies related to Sino-foreign IJVs and to IJVs in general. Finally, we draw important implications from the research and propose potential paths for future study.
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Reuer, Jeffrey J., and Tony W. Tong. "Real Options in International Joint Ventures." Journal of Management 31, no. 3 (June 2005): 403–23. http://dx.doi.org/10.1177/0149206304272184.

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This article empirically investigates the determinants of firms’ use of explicit call options to acquire equity in their international joint ventures (IJVs). Such options are an important contractual element of IJVs because they allow a firm to secure a claim on future expansion opportunities and to safeguard itself against various exchange hazards. The authors therefore draw on real options and transaction cost arguments, respectively, to develop hypotheses on the circumstances under which firms use such options. The article underscores the importance of studying the design of alliances in finer grained terms and helps refine the application of real options theory in the alliance context.
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Glaister, Keith W., Rumy Husan, and Peter J. Buckley. "International joint ventures: an examination of the core dimensions." Journal of General Management 30, no. 4 (June 2005): 43–72. http://dx.doi.org/10.1177/030630700503000404.

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Increasingly, competitive advantage depends both on a firm's capabilities and its collaborative relationships with other firms, with inter-firm collaboration having a significant effect on practising managers. This article examines the core dimensions of international joint ventures (IJVs) which are identified as: strategic motives for IJV formation, partner selection criteria, management control and IJV performance. The findings are based on personal interviews and self-administered questionnaires. Data was obtained from senior managers in all the elements of the IJV: UK parent, European parent and IJV management. Each data source supports the findings of the other, providing confidence in the reliability of the evidence reported.
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Lopez-Perez, Maria Victoria, Maria Carmen Perez-Lopez, and Lazaro Rodriguez-Ariza. "Ownership governance and performance in Spanish-Moroccan joint ventures." South African Journal of Economic and Management Sciences 16, no. 3 (September 2, 2013): 231–43. http://dx.doi.org/10.4102/sajems.v16i3.254.

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This paper analyses the impact of ownership on performance by SMEs formed as Spanish-Moroccan international joint ventures (IJVs). In such SMEs, the functions and persons involved at different levels of governance – ownership, board and managers – often overlap. The results obtained from 210 SMEs suggest that owners often exert control by participating in the other mechanisms of governance. Their participation as members of the board has a positive influence on performance and thus the success of the IJV, but when owners form part of the management team (a less frequent situation), the influence on performance is negative and not significant. Participation by owners in the management team is not associated with the IJV’s performance.
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Dissertations / Theses on the topic "International joint ventures (IJVs)"

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Acquaye, David. "Does the use of project finance enhance shareholder value upon announcement of international joint ventures (IJVs)?" Thesis, Cardiff Metropolitan University, 2013. http://hdl.handle.net/10369/6410.

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The empirical evidence relating to the stock market reaction to domestic joint ventures (JV) announcements suggest that the mean abnormal returns (MARs) and cumulative abnormal returns (CARs) are consistently positive, whilst those of international joint venture (IJVs) are mixed. One neglected but obvious influence of the stock market response to IJV announcements is the way they are financed. The preference for project finance over corporate finance in the financing of IJVs may have a role to play in this context. Compared with capital structure theories, this gap is seen as quantifying the role of the type of structure or debt (project or corporate finance) plays in shareholder value creation upon announcement. Using a cross-sectional study comprising of a finnal sample of 394 IJV announcements made from the years 2005 to 2010 and retrieved from the Securities Data Company (SDC) database, an event study methodology was used to derive MARs and CARs in a 2l-day window (-10,+10). The MARs and CARs are integrated into regression analyses to examine the specific role the type of finance plays in shareholder value creation upon announcement by controlling for project specific, host nation characteristics and sponsor-specific variables. The findings of the research establish that IJVs on average create value upon announcement but does not have a lasting impact on stock market valuation. As expected, the financial markets' response to IJV announcement during and after the global financial crisis (2008-2010) was not favourable. It was also found that the choice of finance matters in the market response to IJV announcements with project finance having a higher probability of eliciting a significant positive market reaction. Finally, the study revealed that whilst sector and gearing has an impact on MARs and CARs, the legal origin of the host country of the IJV did not make an impact upon announcement.
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Mahmoudi, Khorassani Javad. "The effect of trust antecedents on the performance of international joint ventures (IJVs) in developing countries : the case of Iran." Thesis, Brunel University, 2012. http://bura.brunel.ac.uk/handle/2438/12667.

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International joint ventures (IJVs), as organisational entities which are formed and controlled by local and foreign firms, are one of the most significant ways of expansion of international firms. IJVs have complex characteristics and the management of IJVs faces many problems. Due to these problems, IJV performance has attracted significant research attention – eventually any strategy has to be evaluated in terms of its success. The aim of this study is to investigate the factors that affect inter-organisational trust and as a result, the performance of IJVs in Iran, a developing country, which is in the early stages of the development of IJVs. According to Abosag and Lee (2012), there are few studies that concentrate on IJVs in developing and Middle Eastern countries and more studies on these areas are required. This empirical study is preceded by a systematic review of the relevant literature that led to the development of a conceptual model. The data were collected from a sample of managers in the industry sector of IJVs in Iran with their Asian partners by using a survey questionnaire, and analysed using the statistical package for social sciences, SPSS V.18. The results from this study show that inter-partner fit factors and relational factors have a strong and positive impact on the level of trust; however, fairness was not found to be positive and significantly related to trust. Religion and country risk were found to have a negative and significant relationship with trust. Moreover, a strong and positive relationship between trust and performance features (satisfaction, goal achievement and learning) and between commitment and performance features (satisfaction, goal achievement and learning) were found. This research provides empirical evidence for inter-organisational trust predictor variables for performance. A key contribution of this research is that it offers a robust framework that explains the antecedents of trust and demonstrates that trust has a definite positive impact on the performance of IJVs. The proposed framework is evaluated and tested against the original criteria of trust in IJVs, exactness and executability. Moreover, this study provides a novel contribution to the growing literature on trust in IJVs, particularly for developing countries such as Iran and the Middle East countries. The results of this research provide us with a meaningful managerial implication for the selection of competitors as IJV partners.
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Khan, Sardar Zaheer Ahmad. "Technology transfer effectiveness through international joint ventures (IJVs) to their component suppliers : a study of the automotive industry of Pakistan." Thesis, University of Birmingham, 2011. http://etheses.bham.ac.uk//id/eprint/3171/.

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This thesis investigates the important topic of technology transfer effectiveness from international joint ventures (IJVs) established in the automotive industry of Pakistan to their local components suppliers; a relatively under-explored area and context. Using hybrid methodology (qualitative interviews conducted with the 50 Pakistani first tier suppliers, 3 of the major assemblers who control 95%-98% of the market and with the officials of the Ministry of Industries and Production, supplemented with survey questionnaire), the study argues that IJVs in the automotive industry of Pakistan have transferred very limited low-medium complexity parts technology to their Pakistani component suppliers. The results also demonstrate that the assemblers have not, so far, transferred the whole package of technology to their suppliers. This whole package of technology is important for the resource constrained and underdeveloped suppliers to move up in the global value chain. The results also point out that the willingness of the sender is an important aspect for any technology transfer to take place and, in the context of Pakistan; assemblers are willing to transfer components to component- based technology depending on the underlying complexity of that particular component. Inter-organisational dynamics in the form of trust and social ties play a considerable and vital facilitating role in the transfer and effectiveness of technology. The recipient‘s role also in terms of learning intention and absorptive capacity is, highly relevant along with the willingness of the sender for the technology transfer to be effective. The study also shows that different governance mechanisms play an important role for technology transfer effectiveness, and the results demonstrate that only a few suppliers have developed exploitative/ exploratory innovations and a depth/breadth of learning. Finally, the study presents relevant contributions for managers, policy makers and researchers interested in the field of technology transfer and its effectiveness.
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Chen, Ran. "Linking foreign parent-transferred knowledge with performance superiority: the effects of distribution capability, absorptive capacity, and market turbulence in emerging economy IJVs." HKBU Institutional Repository, 2014. https://repository.hkbu.edu.hk/etd_oa/78.

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Drawing on the dynamic capabilities perspective, this study provides some important insights into the paradox of the knowledge transfer-firm performance relationship in international joint ventures (IJVs) in an emerging market, China. It examines the IJV’s distribution capability as the underlying mediating mechanism through which the potential benefits of foreign parent-IJV knowledge transfer can be channeled and transformed into superior IJV performance. In this mediation process, the IJV’s absorptive capacity and market turbulence work as two boundary conditions that reinforce the role of foreign parent-IJV knowledge transfer on the IJV’s distribution capability. Specifically, this study delineates how the IJV’s distribution capability mediates 1) the complementary effects of knowledge transfer and absorptive capacity, and 2) the interactive effects of knowledge transfer and market turbulence, on IJV performance, respectively. Five hypotheses are proposed and empirically tested based on a random sample of 136 equity-based manufacturing IJVs in China. Overall, the results support the proposed hypotheses except hypothesis 1 which posits the IJV’s distribution capability mediates the effect of foreign parent-IJV knowledge transfer to the IJV’s ultimate performance. The findings reveal that 1) the IJV’s absorptive capacity and market turbulence strengthen the link of foreign parent-IJV knowledge transfer and the establishment of the IJV’s distribution capability; and 2) distribution capability mediates two complementary effects (knowledge transfer and absorptive capacity, and knowledge transfer and market turbulence) on superior IJV performance in emerging markets. The plausible explanation for the unsupported hypothesis 1 is the majority of the knowledge transferred by foreign parent is related to product development, organizational management and operational processes, rather than market knowledge. Hence, because distribution capability is an ability closely related to market, the true impact of the knowledge transferred on distribution capability may be blurred and even concealed if IJVs lack sufficient absorptive capacity or are currently operating in stable markets. In summary, this study makes an original contribution to extant IJV literature by unpacking the black box of the knowledge transfer-IJV performance relationship and reveals that the IJV’s distribution capability plays as an underlying mediation mechanism. It also identifies the moderating roles of the IJV’s absorptive capacity and market turbulence on the knowledge transfer-distribution capability relationship, and makes important empirical contribution to extant dynamic capabilities literature by substantiating the theoretical claim that dynamic capabilities have an indirect effect on firm performance, and that the existence and use of dynamic capabilities are more effective under rapidly changing environments. Keywords: Knowledge Transfer; Distribution Capability; Absorptive Capacity; International Joint Ventures; China
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Mattar, Jorge Luis. "Joint ventures internacionais: relações entre aprendizagem interorganizacional, capacidade relacional e desempenho - um estudo de caso no setor alimentício brasileiro." Universidade Presbiteriana Mackenzie, 2015. http://tede.mackenzie.br/jspui/handle/tede/656.

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Made available in DSpace on 2016-03-15T19:26:26Z (GMT). No. of bitstreams: 1 Jorge Mattar (2).pdf: 2314757 bytes, checksum: cbf3ba35b4fb7579b28ae1a441a1e126 (MD5) Previous issue date: 2015-08-10
This research aimed to evaluate the relations amongst inter organizational learning, relational capability and performance of international joint ventures (IJVs), in the Brazilian food industry. In a business context shaped by competitiveness and organizational efficiency, within an increasingly interconnected world, IJVs have become a major force of multinational enterprises global strategies. Despite bringing potential synergistic benefits, the IJVs are inherently unstable organizational forms as the incentives for competition are contradictory with cooperation between the joint ventures partners. IJVs represent a vehicle for inter organizational learning which is influenced by their ability to manage alliances, known as relational capability. The Brazilian food industry was chosen because it provides a rich source of data relevant to this research s goals, mainly because of its rapid technological evolution as well as due to opening the country s boundaries to international trade. This has enhanced the industry s competitiveness primarily due to the entry of large multinational companies. A qualitative methodology with multiple case studies approach was adopted. Data were collected through six interviews with three senior executives of each IJV and handled using the thematic category content analyses technique with a priori categorization. The results corroborates with the existing literature by confirming that in IJVs oriented towards (financial) results, performance is evaluated through a set of objective measures and that IJV longevity or its termination shall not be used as performance indicators. It reinforces that, IJVs represent an important inter companies knowledge transfer channel influenced by its partners competitiveness, knowing that competitiveness is not only defined by the business activity overlap but also by the different dimensions and strategic agendas between the partners. The evidence of relational capability in the JVIs through effective governance models, promotes inter organizational learning and contribute to improve the IJVs performances. With regards to the managerial contribution the research s outputs offers a broader portfolio of knowledge for enterprises and managers interested either in acquiring or strengthening their know-how on this field. The limitations identified in this study are related to the type of alliances (IJV), the sector of the economy (food industry) and the geographical restriction, which all represents opportunities for future research.
Esta pesquisa teve como objetivo avaliar as relações entre aprendizagem interorganizacional, a capacidade relacional e o desempenho das joint ventures internacionais (JVIs) no setor de alimentos no Brasil. Em um contexto de negócios moldados pela competitividade e eficiência organizacional, em um mundo cada vez mais interconectado, JVIs se tornaram uma importante força nas estratégias globais das empresas multinacionais. Apesar dos potenciais benefícios sinérgicos esperados, as JVIs são inerentemente formas organizacionais instáveis, uma vez que os incentivos à competição entre os parceiros são contraditórios com a cooperação entre eles. As JVIs são reconhecidamente veículos de aprendizagem inter oganizacional influenciados pelo desenvolvimento da capacidade de gestão da aliança, ou seja, a capacidade relacional. A aprendizagem interorganizacional explora as dinâmicas envolvidas com a aprendizagem colaborativa e competitiva entre os parceiros para gerar vantagem competitiva. Escolheu-se o setor de alimentos no Brasil em função de sua relevância para os objetivos da pesquisa, destacando-se a rápida evolução tecnológica do processo produtivo, a abertura comercial brasileira e o aumento da concorrência, especialmente pela entrada de grandes empresas multinacionais no setor. O estudo adota a metodologia qualitativa a partir da estratégia de estudo de casos múltiplos, envolvendo os gestores que participam da gestão de duas JVIs selecionadas. Os dados foram coletados via seis entrevistas com três executivos seniores de cada JVI e foram tratados se utilizando a técnica de análise categorial temática com categorias definidas a-priori. Os resultados obtidos corroboram com a literatura existente ao confirmar que nas JVIs direcionadas aos resultados o desempenho é avaliado pelo conjunto de métricas objetivas e, longevidade ou término das JVIs não deve ser utilizado como indicadores de desempenho. Ratifica que JVIs representam um importante canal de transferência de conhecimento entre organizações, influenciado pela natureza competitiva entre os parceiros, sendo que a natureza competitiva não é só função da sobreposição nos segmentos de atuação, mas também das diferenças em dimensões e agendas estratégicas entre eles. A existência da capacidade relacional nas JVIs, por sua vez, através de modelos de governança efetivos, favorece a aprendizagem interorganizacional e contribui para um melhor desempenho destas JVIs. Quanto às contribuições para a prática da gestão, este estudo, através das proposições apresentadas, oferece um portfólio de conhecimento para organizações e gestores interessados na formação ou que necessitam aumentar seu entendimento sobre as dinâmicas envolvidas nesta forma organizacional. As limitações identificadas neste estudo, relacionadas ao tipo de aliança estudada, setsetor da economia e restrição geográfica, implicam em oportunidades para futuras pesquisas.
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Raj, Ingrid. "The relevance of fit in management styles between managers of Sino-German international joint ventures : an empirical examination of the fit between partners' management styles in Sino-German IJVs." Thesis, University of Bradford, 2007. http://hdl.handle.net/10454/7231.

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As German organisations expand their businesses into China, the potential risks associated with a lack of fit in management styles among International Joint Venture (IJV) partner-firms have become increasingly obvious to academic researchers, human resource professionals and partner-firm managers themselves. The general consensus among researchers and practitioners is that cultural differences in management styles are a major deterrent to the success of IJVs. Limited research has been undertaken to specifically examine and identify how partner-firm managers can overcome this barrier in Sino-German IJVs.
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Nguyen, Van Hien. "Impact de l'apprentissage sur l'efficacité organisationnelle des joint-ventures internationales : application aux joint-ventures du Vietnam." Thesis, Aix-Marseille, 2013. http://www.theses.fr/2013AIXM1083.

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Au cours des 25 dernières années, le nombre de joint-ventures internationales (JVI), qui se forment lorsque deux ou plusieurs entreprises partenaires mettent une partie de leurs ressources au sein d’une organisation légale possédée conjointement, s’est multiplié. Parallèlement à cette prolifération, les déterminants de la performance des JVI ont retenu particulièrement l’attention des chercheurs. Dans le cadre de cette recherche, nous nous focalisons sur l’aspect de l’apprentissage organisationnel en le liant à l’efficacité organisationnelle des JVI.Nous avons développé notre cadre conceptuel en nous basant sur la théorie de l’apprentissage organisationnel, la théorie fondée sur les connaissances et des revues de la littérature. Ainsi, nous avons proposé un modèle et dix-neuf hypothèses de la recherche liés aux retours positifs de l’apprentissage organisationnel sur l’efficacité organisationnelle des JVI. Ceux-ci sont ensuite examinés empiriquement en utilisant la méthode PLS sur une base de données de 176 JVI du Vietnam. Les résultats empiriques ont montré le rôle indéniable de l’apprentissage organisationnel dans l’amélioration de l’efficacité organisationnelle des JVI.Principaux résultats de la recherche : (1) plus les connaissances sont acquises dans les JVI plus leur efficacité organisationnelle s’améliore ; (2) la qualité des relations entre les partenaires de la JVI explique bien et influence fortement la performance d’acquisition de connaissances ; (3) concernant la culture d’apprentissage organisationnel, les pratiques de l’apprentissage d’équipe ont été identifiées comme un élément central influençant directement la performance d’acquisition de connaissances
Over the past 25 years, the number of International Joint Ventures (IJV), which are formed when two or more partner companies put their resources together in a jointly owned legal organization, has multiplied. Along with this proliferation, the determinants of the IJV performance have attracted particular attention from researchers. In this study, we focus on the aspect of organizational learning by linking it to the IJV organizational effectiveness.We have developed our conceptual framework based on the theory of organizational learning, knowledge-based theory and literature reviews. Thus, we have proposed a model with nineteen research hypotheses related to the positive impact of organizational learning on the IJV organizational effectiveness. Both the model and these hypotheses are then examined empirically using the PLS method on a database of 176 IJV in Vietnam. The results showed the undeniable role of organizational learning in improving the IJV organizational effectiveness.Key research findings : (1) the more knowledge acquired in the IJV, the more its organizational effectiveness improved; (2) the quality of relationships between the IJV partners explains well and strongly influences the performance of knowledge acquisition; and (3) on organizational learning culture, the practices of team learning have been identified as a key element influencing the performance of knowledge acquisition directly
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Petrovic, Jelena. "Balancing the multiplicity of different international joint venture (IJV) partners' agendas : IJV directors' contribution to board effectiveness." Thesis, Cranfield University, 2006. http://dspace.lib.cranfield.ac.uk/handle/1826/10542.

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This research examines international joint Venture (IJV) directors' contribution to board effectiveness, utilising a role theoretical framework. The study was prompted by a view that academic debate was limited in its understanding of how directors of IJV boards contribute to board effectiveness whilst balancing the multiplicity of different partners agendas. I particular, the literature review reveals the tendency of the studies of the IJV board director role to describe behaviours that make up a role, at the expense of the actual processes entailed in full filling the role. I addition, the corporate governance (CG) studies have made large inferences from inputs such as board composition to outputs such as board effectiveness, with no direct evidence of the processes that presumably link the inputs to the outputs. Based on the findings from a qualitative exploratory case study of thirteen board directors from three Serbian-foreign joint Ventures based in Serbia, the research proposes _a model that captures the contribution to board effectiveness from a individual IJV board directors perspective. By revealing the actual processes that produce and are affected by IJV board director role outcomes, the study offers a explanation of IJV board director behaviour and opens what has been described as the black box of CG research. The research holds direct implications for role theory, and the IJV and CG literatures. It enhances understanding of IJV board director role, broadens the scope and relevance of role theory beyond the domestic company, extends the study of board director role in the CG literature to IJVs, and contributes to the studies of board dynamics and IJV boards which have been largely under-researched. The research also provides practitioners with a better understanding of the issues and nuances associated with governing of IJVs, as well as knowledge of IJV board director behaviour within the Serbian CG system.
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9

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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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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Books on the topic "International joint ventures (IJVs)"

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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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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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Parkhe, Arvind. Trust in international joint ventures. Bloomington, Indiana: Indiana University, Graduate School of Business, 1993.

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

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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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Kalymon, Basil. East-West joint ventures. Toronto, Ont: Ontario Centre for International Business, 1989.

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International joint ventures: A practical guide. St. Paul, Minn: West Pub. Co., 1992.

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American Bar Association. Section of International Law, ed. Joint ventures in the international arena. 2nd ed. Chicago, Ill: ABA Section of International Law, 2010.

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Lu, Yuan. Institutional theory and international joint ventures. Cambridge: Judge Institute of Management Studies, 1995.

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Book chapters on the topic "International joint ventures (IJVs)"

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Yan, Yanni. "Research Models for Exploring the Ownership, Control and Performance of IJVs." In International Joint Ventures in China, 82–100. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780333983898_4.

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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. "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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Lee, Chol, Chan-Soo Park, and Ilan Vertinsky. "Relational Capital, Knowledge Transfer and Performance in International Joint Ventures (IJVs) in Korea." In Korean Science and Technology in an International Perspective, 223–37. Heidelberg: Physica-Verlag HD, 2011. http://dx.doi.org/10.1007/978-3-7908-2753-8_14.

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Triki, Dora, and Btissam Moncef. "The Evolution of Relational Governance Mechanisms in International Joint Ventures (IJVs): Trust and Communication in IJVs in Morocco." In Palgrave Studies of Internationalization in Emerging Markets, 309–33. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50739-8_13.

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Urban, Sabine M. L. "Culture as a Relevant Factor in Negotiating Procedures and Management Processes of International Joint Ventures (IJV) for Conflict Avoidance." In Interkulturelles Management, 95–110. Wiesbaden: Gabler Verlag, 1997. http://dx.doi.org/10.1007/978-3-322-89798-5_6.

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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. "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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Conference papers on the topic "International joint ventures (IJVs)"

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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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Cheng, Lu-Yun (Vivian), Huifen (Helen) Cai, and Zhongqi Jin. "CONFIGURING PRINCIPAL OPPORTUNISM IN INTERNATIONAL JOINT VENTURE (IJV) PARENTS-IJV RELATIONSHIP: A COMBINATION OF SYMMETRICAL AND ASYMMETRICAL ANALYSIS TO ADVANCE AGENCY THEORY AND RESOURCE DEPENDENCE THEORY TRACK: PRODUCT INNOVATION AND DIFFUSION IN EMER." In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.01.07.01.

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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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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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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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Qin, Xiaohui, and Yiyan Qin. "Dynamic Logistics Network Optimization Model in Manufacturers' Joint Ventures." In Fourth International Conference on Transportation Engineering. Reston, VA: American Society of Civil Engineers, 2013. http://dx.doi.org/10.1061/9780784413159.250.

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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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Reports on the topic "International joint ventures (IJVs)"

1

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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