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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Tian, Gang, Gabriel Dodzi Pekyi, Haojia Chen, Huaping Sun, and Xiaoling Wang. "Sustainability-Conscious Stakeholders and CSR: Evidence from IJVs of Ghana." Sustainability 13, no. 2 (January 11, 2021): 639. http://dx.doi.org/10.3390/su13020639.
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Corporate social responsibility (CSR) activities of international joint ventures (IJVs) are considered a way for multinational corporations (MNCs) to be embedded in local communities. Existing literature generally assumes that MNC research applies to IJV, however, the research of IJV’s CSR practices is often ignored. In particular, it is unclear which stakeholders become important factors in influencing the CSR practices of IJVs in developing countries. This paper aims to examine the structural characteristics of IJVs and propose a framework for the CSR practice of IJVs established in Ghana. The theoretical standpoint of this research is built upon the stakeholder and institutional theories. Using stepwise regression, a framework is developed to better understand and identify the forces within the local market that stimulate CSR. Consumers, competitors, and local communities are considered to be the key stakeholders driving IJV CSR actions. In addition, this paper has identified significant differences in CSR practice related to the IJV’s ownership structure. This study contributes to the literature on furthering knowledge of CSR and IJVs. Furthermore, it also provides practical implications for MNCs to better integrate into the local market and the host country in order to promote the development of stakeholders related to IJVs.
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Tian, Gang, Gabriel Dodzi Pekyi, Haojia Chen, Huaping Sun, and Xiaoling Wang. "Sustainability-Conscious Stakeholders and CSR: Evidence from IJVs of Ghana." Sustainability 13, no. 2 (January 11, 2021): 639. http://dx.doi.org/10.3390/su13020639.
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Corporate social responsibility (CSR) activities of international joint ventures (IJVs) are considered a way for multinational corporations (MNCs) to be embedded in local communities. Existing literature generally assumes that MNC research applies to IJV, however, the research of IJV’s CSR practices is often ignored. In particular, it is unclear which stakeholders become important factors in influencing the CSR practices of IJVs in developing countries. This paper aims to examine the structural characteristics of IJVs and propose a framework for the CSR practice of IJVs established in Ghana. The theoretical standpoint of this research is built upon the stakeholder and institutional theories. Using stepwise regression, a framework is developed to better understand and identify the forces within the local market that stimulate CSR. Consumers, competitors, and local communities are considered to be the key stakeholders driving IJV CSR actions. In addition, this paper has identified significant differences in CSR practice related to the IJV’s ownership structure. This study contributes to the literature on furthering knowledge of CSR and IJVs. Furthermore, it also provides practical implications for MNCs to better integrate into the local market and the host country in order to promote the development of stakeholders related to IJVs.
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Larimo, Jorma Antero, and Huu Le Nguyen. "International joint venture strategies and performance in the Baltic States." Baltic Journal of Management 10, no. 1 (January 5, 2015): 52–72. http://dx.doi.org/10.1108/bjm-12-2013-0189.
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Purpose – The purpose of this paper is to analyse investment strategies and performance of Finnish firms in their international joint ventures (IJVs) established in Baltic States. Design/methodology/approach – The paper analyse performance of IJVs in Baltic States based on the IJV theory, international business literature, and foreign direct investments in Central and Eastern Europe (CEE) literature. The analysed factors include firm, investment, and inter-partner relationship-specific factors. To examine the propositions the paper used ten IJVs established by Finnish firms in various Baltic States between the period 1991 and 2005. Findings – The results show that the level of uncertainties in the countries and the differences between partners are not related to firms’ commitments and the entry mode choice. Several Finnish firms preferred cost leadership to compete with other firms in the local markets. In most cases there was a positive relationship between the level of partners’ equity share, commitment to the IJV, and the level of trust between partners. The results indicated differences in the IJV performance depending on parent firms’ objectives, their competitive strategies, mode of entry, age of IJVs, control strategies, level of trust, and commitment between partners, as well as depending on the performance measures used. Practical implications – This study suggests four observations that managers may need to take into consideration to improve IJV performance in the Baltic States. First, cost leadership strategy help to increase IJV performance in terms of sales. Second, social control mechanisms and narrow control leaded to better performance than formal and wide control. Third, minority ownership by Finnish firms in IJVs leaded to better performance based on sales, productivity and total performance whereas majority ownership had leaded to better performance in terms of total costs. Finally, the results confirmed that commitment to the IJV operation and trust on the other partner are very essential factors to IJV performance. Originality/value – The study is the first one to analyse in more detail based on several cases the IJV strategies and performance of Finnish firms in the Baltic States. The analysed factors include several such factors which have not been analysed related to IJV operations in Baltic States (some also limitedly in the CEE context).
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Osland, Gregory E. "Successful Operating Strategies in the Performance of U.S.-China Joint Ventures." Journal of International Marketing 2, no. 4 (December 1994): 53–78. http://dx.doi.org/10.1177/1069031x9400200404.
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Evaluations of the performance of international joint ventures (IJVs) in China have produced mixed conclusions. This study sought to uncover performance criteria used by various groups of managers and to identify critical factors in IJV performance in China. Using in-depth case studies, matched data were collected from personal interviews with managers from Chinese and U.S. parent companies, joint venture operating managers from both partners, and government officials from both countries. The performance criteria used by joint venture participants appear to be converging, with profitability emerging as the dominant element. This exploratory study uncovered four important strategic factors in the performance of large, established U.S.-China manufacturing joint ventures. These are controlling decision making, establishing a sales network, retaining interpartner learning, and influencing government officials. The results suggest that the importance of decision-making control is moderated by size of the venture and nationality. Whether the IJV is a part of the government's National Plan also appears to be an important contingency. Managerial implications and directions for future research are provided.
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Jin, Kyuho, Chulhyung Park, and Jeonghwan Lee. "What Determines Innovative Performance of International Joint Ventures? Assessing the Effects of Foreign Managerial Control." Sustainability 12, no. 21 (October 22, 2020): 8770. http://dx.doi.org/10.3390/su12218770.
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International joint ventures (IJVs) have long been considered a vibrant venue for innovation, one source of sustainable competitive advantage. Nonetheless, there is a paucity of research that seeks to understand what determines their innovative performance. We draw attention to and examine the control structure of IJVs as a determinant of innovation. Using the complementary lenses of local embeddedness, the liability of outsidership, and open innovation, we argue that foreign managerial control reduces IJV innovation and that equity ownership balance between foreign and local parent firms and affiliation of IJVs with local market business groups weaken this negative relationship. Using panel data of 48 IJVs in Korea during the periods between 2000 and 2016, we find empirical support for these arguments. This study contributes to the literature by extending our understanding of how to design IJVs for enhancing innovative output and consequently improving their sustainability.
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Merchant, Hemant. "International Joint Ventures and Shareholder Value Creation: Evidence from Manufacturing and Non-manufacturing Sectors." Vikalpa: The Journal for Decision Makers 26, no. 4 (October 2001): 21–34. http://dx.doi.org/10.1177/0256090920010403.
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Numerous empirical studies have suggested that the economic performance of international joint ventures (IJVs) is modest, at best. This suggestion may be inaccurate, however, since the studies' findings are based on ex post managerial perceptions of IJV performance that are found to be biased. Stated differently, there is a need to investigate IJV performance from ex ante “external* perspective—that of capital markets. Consequently, this study investigates the extent to which IJVformation announcements increase the shareholder value pf participating firms. Despite the merits of engaging a capital markets' perspective, it is necessary to investigate the extent to which capital markets are informationally ‘efflcient’- particularly given persistent doubts about whether capital markets really are as efficient as is widely accepted. Hence, this study compares IJV&' expected performance with their actual performance that is reported in other empirical studies. This study engages the event-study methodology to examine the impact of IJV formation announcements on the shareholder value of IJV parents, and tries to circumvent the methodology's principal limitations in doing so. Based on a sample of more than 500 IJVs, the study's findings indicate participation in IJVs increases parents' shareholder value by an average of approximately one per cent, albeit this figure varies across industry sectors (manufacturing; non-manufacturing) and firm size (large; small). Shareholder value is created for about 50 per cent Of firms in the sample. Moreover, the study's findings suggest that capital markets are informationally efficient
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Truong, Do Quang. "KNOWLEDGE HARVESTING FROM INTERNATIONAL JOINT VENTURES (IJVs): A CONCEPTUAL PAPER." Science and Technology Development Journal 13, no. 4 (December 30, 2010): 70–78. http://dx.doi.org/10.32508/stdj.v13i4.2189.
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Learning in (through) IJVs has become one of the prominent issues in organizational learning debates. This conceptual paper is developed to examine the inter-partner learning in (through) IJVs which focuses on the movement of transformed and newly created knowledge from IJVs to parent firms (Knowledge Harvesting). In order to do so; firstly, theories relating to the subject are collected then analyzed, including organizational learning, knowledge management in IJVs and knowledge harvesting. Secondly, some factors have been examined in terms of their effects on knowledge harvesting process such as learning intent, learning capability, organizational control and personal engagement. Furthermore, assumptions are stated for positive direction of these relationships and for knowledge harvesting. Based on these assumptions, the conceptual framework is proposed. Finally, the paper ends with conclusion part.
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Griffith, David A., Ali Yavuz Zeybek, and Matthew O'Brien. "Knowledge Transfer as a Means for Relationship Development: A Kazakhstan–Foreign International Joint Venture Illustration." Journal of International Marketing 9, no. 2 (June 2001): 1–18. http://dx.doi.org/10.1509/jimk.9.2.1.19884.
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Developing effective international joint ventures (IJVs) is critical for firms entering economies in transition, such as Kazakhstan. The resource-based view of the firm forms the foundation to examine the influence of knowledge transfer between IJV partners. Traditionally, the transfer of knowledge between IJV partners has been theorized to lessen dependence, increasing IJV instability. However, the relationship development literature indicates that the exchange of assets between partners can strengthen relationship ties, enhancing IJV stability. The authors use a sample of 87 matched dyads from two-party IJVs formed in Kazakhstan to examine the influence of knowledge transfer between IJV partners on commitment and resulting satisfaction. The results, supportive of relationship development theory, indicate that Kazakhstan–foreign IJVs with higher levels of knowledge transfer resulted in higher levels of firms’ commitment to and satisfaction with their relationships, thus supporting a relationship development perspective of knowledge transfer. The authors address implications for academics and practitioners.
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Soulsby, Anna, and Ed Clark. "Instability and Failure in International Joint Ventures in Post-Socialist Societies: Power, Politics and Strategic Orientations." Competition & Change 15, no. 4 (November 2011): 296–314. http://dx.doi.org/10.1179/102452911x13135903675651.
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International business researchers have identified the tendency of international joint ventures (IJVs) to fail and recognized that explaining the process of failure can benefit from inductive qualitative research. This article offers a processual account of instability in and the dissolution of an IJV, taking the perspective of the local parent in an IJV with a powerful Western multinational corporation in order to understand more fully their experience of participating in the venture. The case study findings offer empirical support for an emergent theoretical framework that highlights the role of contextual factors and explores the internal process of dissolution and ‘failure’ as the socio-political enactment of parents' strategic orientations.
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Zhao, Xiaoli, and Pavel Castka. "Unravelling the role of guanxi in the formation and management of international joint ventures – a systematic review of the literature." Review of International Business and Strategy 31, no. 1 (February 16, 2021): 103–26. http://dx.doi.org/10.1108/ribs-06-2020-0068.
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Purpose The formation of international joint ventures (IJVs) is one of the prevalent approaches for Western companies to conduct business in China. Yet, doing business in China is difficult for many firms, partially because of the institutional voids that are created by weak formal institutions. The paper aims to focus on the role of guanxi (an informal institution and a company capability that fills such institutional void) in the formation and management of IJVs. Design/methodology/approach A systematic literature review on the role of guanxi in IJV formation and management is conducted based on papers published in top international business journals between 2005 and 2020 – in total, 47 papers are included in the review. Findings The findings of the study are presented in four themes, namely, the role of guanxi as social capital in IJV formation, the role of trust in guanxi-based IJVs, the role of control mechanisms in balancing high reliance on trust in guanxi-based IJVs and the role of guanxi in managing inconsistencies in the regulatory environment. The analysis also reveals that guanxi has a positive effect on the development of IJVs if control between the parent firms is well balanced; otherwise, guanxi can trigger opportunism and leads to failures. Practical implications The study unravels how guanxi leads to successful outcomes in IJV formation and management, which assist managers who operate IJVs with their decision-making. Originality/value To the best of the authors’ knowledge, no previous paper has critically analysed the literature on IJVs using a guanxi perspective at micro (personal), meso (business) and (macro) governmental levels. This approach allows for providing more nuanced view of the role of guanxi in the formation and management of IJVs and aligns more closely with managerial decision-making.
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Park, Chansoo. "Knowledge transfer and innovation in International Joint Ventures (IJVs)." Academy of Management Proceedings 2012, no. 1 (July 2012): 17995. http://dx.doi.org/10.5465/ambpp.2012.17995abstract.
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Aggarwal, Vijita, and Madhavi Kapoor. "Demystifying the role of internal dynamics in the path of innovative competitiveness: a serial mediation model of international joint ventures." Cross Cultural & Strategic Management 28, no. 4 (July 26, 2021): 839–66. http://dx.doi.org/10.1108/ccsm-02-2021-0023.
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PurposeThe study proposes and evaluates a parsimonious research framework by integrating the major strategic theories related to an international firm's internal dynamics. This research's essence lies in the proposition that organizational competencies, knowledge resources and processes, absorptive capacity and innovativeness form the underlying base for sustainable competitive advantage in this dynamic world.Design/methodology/approachA cross-sectional explanatory research design is adopted. Using the quantitative data obtained from the sample of Indian international joint ventures (IJVs), partial least squares structural equation modeling (PLS-SEM) is deployed to confirm the proposed relationships among the research constructs. Finally, qualitative interviews helped in triangulating the primary survey's results.FindingsA well-established relationship between knowledge transfer and innovation is negated by the Indian IJVs' data, which is delved deeper with cross-industry qualitative analysis. The novel hierarchical model with multiple mediations has nurtured quite exciting results for the business world with some significant theoretical and managerial implications.Research limitations/implicationsThis study has investigated the nexus between multi-dimensional organizational competencies, knowledge transfer, absorptive capacity and venture innovativeness in the context of Indian IJVs. It has emphasized the role of internal dynamics in cross-cultural joint ventures to attain sustainable competitiveness through strategic and technological efficiency.Originality/valueThe study has addressed the specific research gap of under-investigation of dynamic capabilities and sustainable competitiveness in international joint ventures. It has investigated a complex model of multiple mediations, yielding interesting quantitative results with qualitative insights; which is rare to match in literature.
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Loehde, Ann Sophie K., Andrea Calabrò, Mariateresa Torchia, and Sascha Kraus. "Joint (Ad)ventures—Family firms' international entry mode choices for emerging markets." International Journal of Entrepreneurial Behavior & Research 26, no. 6 (May 23, 2020): 1235–58. http://dx.doi.org/10.1108/ijebr-10-2019-0573.
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PurposeThe aim of this study is to advance knowledge on family firms' entry mode choices by examining the linkage between target market context, especially in the emerging economies of China and India, and the dominant family firm logic of keeping ownership and control in the family.Design/methodology/approachWe use an exploratory multiple case study analysis approach based on nine German family firms' internationalization endeavors. We use both primary and secondary data.FindingsTraditionally, extant research concludes that family principals prefer foreign direct investments (FDIs) in order to exert maximum control when entering international markets. In contrast, our study finds a clear preference for international joint ventures (IJVs) as an initial entry mode of choice into unfamiliar markets. Our findings propose this decision to be rooted in cultural unfamiliarity and the complexity of the target markets' legal environment. The effect of these two factors is amplified by prior IJVs experiences.Originality/valueThis article offers several original insights. First, we identify the triggers of the paradoxical IJVs’ entry mode choice among family firms and thus explain the motivation for breaking with the dominant family firm logic of maximizing control. Second, we account for factors in China's and India's particular emerging market environments. In the light of family control, the unfamiliarity with these markets triggers the decision to compensate for the high level of uncertainty by engaging in an IJV partnership. Third, our study shows that family firms are indeed willing to share control if it serves the long-term survival of the firm.
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Wong, Alfred, Lu Wei, Xinyan Wang, and Dean Tjosvold. "Collectivist values for constructive conflict management in international joint venture effectiveness." International Journal of Conflict Management 29, no. 1 (February 12, 2018): 126–43. http://dx.doi.org/10.1108/ijcma-08-2017-0071.
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Purpose This study aims to identify mechanisms to manage conflicts that occur when organizations with different cultures, habits and experiences try to coordinate effectively in international joint ventures (IJV). This study proposes that partners can promote their joint venture performance to the extent that they rely on cooperative rather than competitive conflict management. This study further hypothesizes that adopting collectivist values strengthens relationships and thereby provides a foundation for cooperative conflict management. Design/methodology/approach The authors collected data for this study in Shanghai, which is currently the most attractive province in China for FDI (FDI Intelligence, 2014). In all, 75 pairs of foreign and Chinese managers at middle and senior levels, knowledgeable about the joint venture relationships, completed their respective questionnaires. Findings Results of the structural equation analyses support the hypotheses that collectivist values support cooperative conflict management that in turn facilitates joint venture learning and performance. In contrast, individualistic values promoted competitive conflict management which in turn frustrated IJV performance. Practical implications Results suggest that IJV managers can strengthen their venture by developing collective values and training such cooperative conflict management skills as self-expression and demonstrating understanding of opposing views. Originality/value This study directly documents that while conflicts may interfere they can also stimulate discussions and decisions that promote coordination and performance of IJVs. This study contributes to conflict management research that has largely focused on investigating the consequences of approaches by examining conditions that promote constructive conflict management approaches.
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Vaidya, Sameer, and Ercan G. Nasif. "Learning Effectiveness in International Joint Ventures (IJVs): A Conceptual Framework." Journal of Transnational Management Development 7, no. 1 (September 25, 2002): 75–92. http://dx.doi.org/10.1300/j130v07n01_05.
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Kapoor, Madhavi, and Vijita Aggarwal. "Comprehending a knowledge framework as a source of dynamic capabilities in IJVs through PLS-SEM." Journal of Knowledge Management 25, no. 4 (February 8, 2021): 920–42. http://dx.doi.org/10.1108/jkm-03-2020-0212.
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Purpose This study aims to investigate the relationship among knowledge transfer enablers, knowledge transfer process, absorptive capacity and innovation performance in the context of Indian international joint ventures (IJVs). These elements are woven with the thread of dynamic capabilities theory (DCT) into an integrated framework. Design/methodology/approach Data analysis is conducted on a quantitative survey of 196 IJVs with partial least squares structural equation modeling as the statistical technique. Findings Co-learning strategy, collaborative trust culture, information technology-based resources and systems and organizational structural design are found to be significant knowledge transfer enablers. Absorptive capacity has a complementary partial mediation effect on the positive relationship between knowledge transfer and innovation performance of Indian IJVs. Research limitations/implications The study has pioneered in explicating the criticality of IJV’s internal dynamics to cope with the global market dynamism in a much needed Indian context. Practitioners must focus on building dynamic capabilities in IJVs to make them sustainably competitive, as proposed and evaluated by this study. Further, IJV managers need to strategize their resources, routines and structure dynamically to foster knowledge transfer and innovativeness. Originality/value The comprehensive model on DCT offered by this study is rare to match in literature with a completely new context, which is the need of the hour.
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Lin, Xiaohua. "Appointing a general manager in Sino‐US joint ventures." International Journal of Organizational Analysis 15, no. 2 (December 31, 2007): 152–65. http://dx.doi.org/10.1108/19348830710868293.
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PurposeThe purpose of this study is to examine performance implications of general manager appointment in Sino‐US joint ventures, specifically whether there is a difference in outcomes when the appointment is made by the Chinese or American partner.Design/methodology/approachUsing a structured questionnaire, data were collected from 94 managers representing US and Chinese partners in 67 international joint ventures (IJVs) based in China.FindingsThe results show that, when the general manager is Chinese rather than American, there is heightened conflict on daily personnel management issues, but not on strategic and contract issues, and the overall levels of partner satisfaction and relationship commitment decrease as well.Research limitations/implicationsThe research was based on small sample size and cross‐sectional design.Originality/valueThis article focuses on the general manager appointment as a control mechanism and explores its link to IJV performance. It identifies daily/personnel issues as a source of conflicts that are associated with the right to appoint the IJV general manager.
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Niu, Yanliang, Dan Zhao, Xiaopeng Deng, Ruoyu Lu, and Xianbo Zhao. "DETERMINANTS FOR COOPETITION STRATEGIES OF INTERNATIONAL JOINT VENTURES IN HIGH-SPEED RAILWAY PROJECTS." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 27, no. 5 (June 9, 2021): 331–45. http://dx.doi.org/10.3846/jcem.2021.15021.
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International joint ventures (IJVs) have become a significant mode of exploiting high-speed railway (HSR) overseas market for contractors. This study is devoted to identify the determinants for the coopetition strategies of IJVs in the HSR projects, as well as the interactive paths. On the base of a thorough literature review and the pilot study with five industry experts, 22 determinants were identified and packaged into six groups covering the three levels (including macro, firm, and project levels). Meanwhile, the interactive paths amongst the six groups were proposed. A questionnaire survey was performed with 210 practitioners experienced in IJVs in HSR projects to assess the significance of the factors, and 113 valid questionnaires were received. Based on the collected data, six groups of 22 determinants and nine interactive paths were verified by applying partial least-squares structural equation modeling technology. Specifically, these significant paths could be classified into two categories, namely the coopetition-capability oriented paths, and the coopetition-relationship oriented paths. The findings of this paper are conductive to expand the knowledge on coopetition and provide a useful reference for the members of IJVs in HSR projects to accomplish coopetition strategies from pre-project phase, the implementation phase, to post-project phase.
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Newburry, William, Yoram Zeira, and Orly Yeheskel. "Autonomy and effectiveness of equity international joint ventures (IJVs) in China." International Business Review 12, no. 4 (August 2003): 395–419. http://dx.doi.org/10.1016/s0969-5931(03)00036-2.
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Khamaksorn, Achara, Joseph H. M. Tah, and Esra Kurul. "Social Networks and Knowledge Transfer in International Construction Joint Venture Projects: A Case Study in Thailand." Journal of Construction in Developing Countries 27, no. 1 (June 2022): 111–37. http://dx.doi.org/10.21315/jcdc2022.27.1.7.
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International joint ventures (IJVs) are a specific type of strategic alliance between contractors from developed and developing countries and have been increasingly used. IJVs between multinational organisations are considered a successful strategy to benefit from international market opportunities in the globalised world. International construction joint ventures (ICJVs) have become of significant interest as the global construction market continues to be integrated into the more competitive business environment. The aim of this article is to uncover the knowledge transfer (KT) practices in an ICJV using social network analysis (SNA). The case presented here is the pilot study. A total of 19 questionnaire surveys were undertaken with selected team members. UCINET 6.0, an SNA package, was used to analyse the collected data and NetDraw was used to visualise the sociogram. This article first presents the actors' attributes; then, social network characteristics, which consist of network structure, network density and degree of centrality and cliques of actors, are presented. This analysis will be used to identify the key actors that influence the KT processes in this case study.
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An, Zhou. "Employee’s Emotional Intelligence and Innovation Performance in China’s International Joint ventures: The Moderating Role of Leadership Style." World Journal of Social Science Research 9, no. 2 (April 24, 2022): p21. http://dx.doi.org/10.22158/wjssr.v9n2p21.
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This paper explores the relationship between emotional intelligence, leadership style and employee’s innovation performance. Information was collected by distributing 400 questionnaires to Indonesian employees from China’s International Joint Ventures (IJV) operating in Indonesia. A total of 217 valid questionnaires were received. The results of the study indicate that emotional intelligence and three kinds of leadership styles (transformational, transactional and paternalistic) are positively related to employee’s innovation performance. All of these leadership styles except transactional leadership style are found to moderate the relationship between emotional intelligence and employee’s innovation performance. This study further enriches the literature in the field of human resource management. Managerial suggestions for China’s IJVs are also provided in this study.
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Park, Chansoo, Chang Hoon Oh, and Azilah Kasim. "Market challenges, learning and customer orientation, and innovativeness in IJVs." International Marketing Review 34, no. 6 (November 13, 2017): 945–67. http://dx.doi.org/10.1108/imr-07-2014-0238.
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Purpose The purpose of this paper is to advance a theoretical framework that incorporates the relationship between market challenge and learning and customer orientations, and the influence of these orientations on innovativeness in an international joint venture (IJV) context. Design/methodology/approach The authors estimate a structural equation model utilizing survey data collected from 199 IJVs in the Republic of Korea. Findings The authors found that while market challenge does not influence learning orientation in IJVs, it does have a significant positive influence on customer orientation. Further, the authors’ findings support that both learning orientation and customer orientation have positive impacts on IJV innovativeness. Another interesting finding shows that the impact of learning orientation on IJV innovativeness is significant only when IJVs have high levels of interaction with parent firms. The study also reveals that having a strong learning orientation amplifies the impact of customer orientation on innovativeness in IJVs. Originality/value Despite increased interest in IJVs, there has been relatively little work linking IJV innovativeness with learning and customer orientations. The study contributes to recent streams of research that seek to understand the role of these orientations in IJV innovativeness.
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Petrovic, Jelena, and Nada K. Kakabadse. "Strategic staffing of international joint ventures (IJVs): an integrative perspective for future research." Management Decision 41, no. 4 (May 2003): 394–406. http://dx.doi.org/10.1108/00251740310472022.
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Liu, Junying, Zhipeng Cui, Yingbin Feng, Srinath Perera, and Jie Han. "Impact of culture differences on performance of international construction joint ventures: the moderating role of conflict management." Engineering, Construction and Architectural Management 27, no. 9 (April 23, 2020): 2353–77. http://dx.doi.org/10.1108/ecam-02-2019-0111.
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PurposeCultural differences have been frequently cited as a major source of risks for international joint ventures (IJVs). Cultural differences may cause extensive conflicts in technology, norms and emotion among the international joint venture (IJV) partners. The purpose of this study is to explore the interactive effects of national culture differences (NCDs) and conflict management approaches on the performance of international construction joint ventures (ICJV).Design/methodology/approachData were collected using a questionnaire survey method with 143 valid responses. Partial least squares structural equation modeling (PLS-SEM) was used to test the research hypotheses.FindingsIt was found that ICJV performance declined with a high degree of NCDs. The negative effect of NCDs on ICJV performance was mitigated by adopting the cooperative conflict management approach; while it was aggravated by adopting the competitive conflict management approach. The findings may provide an alternative way (i.e. adopting the cooperative conflict management approach rather than avoiding or competitive approaches) to address the cultural conflicts in the multicultural project management teams.Practical implicationsFirstly, as NCD negatively impacts performance of ICJVs, project managers should pay attention to cultural issues and learn how to manage them; Secondly, as cooperative and competitive conflict management approaches have different moderating effects on the relationship between NCD and ICJV performance, project managers must choose appropriate conflict management styles in multination teams. Thirdly, as the avoiding approach has no significant moderating effect on the negative relationship between NCD and ICJV performance, it is important for Chinese partners not to employ avoiding approach to deal with conflicts in ICJV.Originality/valueThis study uniquely adds to the literature on cultural issues in managing ICJVs by integrating the moderating effects of conflict management approaches. The interactive effects of conflict management approaches and national cultural differences on ICJV project performance may contribute to the theories regarding conflict management theory in the context of cross-cultural management.
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Saha, Aritra, and Utpal Chattopadhyay. "The Impact of International Joint Venture on Local Economy: A Case Study of Hero Honda." South Asian Journal of Business and Management Cases 4, no. 1 (June 2015): 14–26. http://dx.doi.org/10.1177/2277977915574035.
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The Indian two-wheeler industry has undergone a long journey since its humble beginning in the late 1940s. During these eventful years, it has experienced great advancements in technology, tremendous increments in production volume and opening up of the market for global trade. India has now emerged as a global leader in two-wheeler production and trade. A key factor behind the creditable progress of this industry has been the operation of several international joint ventures (IJVs) such as Kawasaki Bajaj, TVS Suzuki, Kinetic Honda and Hero Honda. Of all IJVs, the partnership between Hero and Honda has been the longest and perhaps the most remarkable too. This article gives a brief overview of the Indian two-wheeler industry and presents a glimpse of the IJVs therein. It analyzes the impact of Hero Honda case, in detail, to showcase how a local manufacturer can team up with a global player and still achieve a synergy between their core competencies for enhancing efficiency, productivity and quality. The article narrates the transition from interfirm competition to cooperation and aims at finding out how management innovations by both the partners can help reduce conflicts of interest, avoid cannibalization of the products of individual firms and derive mutual benefits by aligning their individual targets to a common goal of market success.
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Parameswar, Nakul, and Sanjay Dhir. "Post termination interaction in international joint ventures (IJV)." foresight 21, no. 2 (April 8, 2019): 200–215. http://dx.doi.org/10.1108/fs-03-2018-0022.
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Purpose This paper aims to explore dynamics of post termination interaction between international joint venture (IJV) partners and empirically examines IJV level and dyad level factors that influence the choice of post IJV termination interaction as supplier, complement or competitor. Design/methodology/approach In-depth literature review is undertaken to identify IJV and dyad level that could influence the choice of post termination interaction between terminated IJV partners. Hypotheses are empirically validated using multinomial logistic regression on data collected on terminated IJV headquartered in India. Findings The results denote that the choice of post-IJV termination interaction between IJV partners as supplier, complement or competitor is influenced by interdependence, bargaining power, foreign partner’s purpose of IJV, complementarity and type of IJV termination. Research limitations/implications This paper explores an under researched area in extant IJV literature that could be taken up for study by academicians. The paper upholds and strengthens the dynamic capabilities view of strategic management in IJV context. Practical implications This paper examines a practice adopted by businesses in emerging markets and determines important factors that influence the choice of interaction post IJV termination between partners. Practitioners will be encouraged to understand and plan post termination dynamics with their terminated IJV partner. Originality/value The paper undertakes examination of a practical business phenomena, i.e. interaction post termination between terminated IJV partners.
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Ma, Xiaoteng, Ziyu Tang, Dan Wang, and Hao Gao. "The Influence of Risk Culture on the Performance of International Joint-Venture Securities." Sustainability 12, no. 7 (March 25, 2020): 2603. http://dx.doi.org/10.3390/su12072603.
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With the development of economic globalization, culture is a key factor supporting the sustainability of foreign direct investment (FDI), especially for multinational enterprises. This paper takes the Chinese capital market as a sample and, combined with interviews with managers of international joint-venture securities (IJVS), finds that the culture of participants formed in developed and emerging capital market has a significant impact on the performance of IJVS. Using the degree of price fluctuation to measure the risk culture of each capital market, this paper observes that the risk culture in the Chinese capital market is significantly stronger than that of developed countries. This paper also finds that the stronger the risk culture IJVS shareholders have, the better they can adapt to the environment of the Chinese capital market and the better the performance they can achieve. Furthermore, risk culture distance, calculated by the risk culture differences between foreign shareholders and Chinese capital market, are significantly negatively correlated with IJVS performance and efficiency.
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Jalalkamali, Mohammad, Anees Janee Ali, Sunghyup Sean Hyun, and Davoud Nikbin. "Relationships between work values, communication satisfaction, and employee job performance." Management Decision 54, no. 4 (May 16, 2016): 796–814. http://dx.doi.org/10.1108/md-01-2015-0003.
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Purpose – The purpose of this paper is to examine the relationships between work values (cognitive, instrumental, social, and prestige), communication satisfaction (informational and relational), and employee job performance (task and contextual) in the context of international joint ventures (IJVs) in Iran. Design/methodology/approach – Validated measurement items for study variables were adopted from previous studies. Data were collected through surveys using a random sample of employees and their direct supervisors from the two largest IJVs in Iran’s automobile industry. Findings – According to the results, cognitive, instrumental, and prestige work values had significant effects on informational communication satisfaction. All dimensions of work values (cognitive, instrumental, social, and prestige) were significantly related to relational communication satisfaction. Both dimensions of communication satisfaction (informational and relational) were significantly related to both dimensions of employee job performance (contextual and task). Research limitations/implications – Data were collected from two IJVs in Iran, which may limit the generalization of results to non-IJVs in Iran. The results have important implications for IJV managers by providing valuable insights into adopting various effective tools in the workplace. Originality/value – Previous studies have generally considered work values as a two-dimensional construct. This study extends the literature by conceptualizing work values based on four dimensions (cognitive, instrumental, social, and prestige). No study has taken into consideration social and prestige values in an Asian context. In addition, few studies have investigated the relationships between work values and communication satisfaction.
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Camelo, Lianna Silva, and Sergio Henrique Arruda Cavalcante Forte. "Determinantes de desempenho em joint ventures internacionais brasileiras." Revista de Administração da UFSM 14, no. 1 (March 9, 2021): 1–21. http://dx.doi.org/10.5902/1983465930069.
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Purpose – Investigate the Joint Venture International performance determinants’ relevance at each point of their life cycle.Design/methodology/approach – Determinants already mapped in the literature were identified and grouped into three dimensions: internal, industrial and institutional. A questionnaire was developed and sent to academics and managers, which requested them to order the dimensions and determinants presented. Data was analyzed using Multi-Attribution Global Quality Inference (MAGIQ).Findings - Results show that the dimensions’ relevance varies according to the organization’s stage in its life cycle. The internal dimension has more influence on performance during the startup period than the industrial and institutional dimensions, but this position is reversed when the IJV becomes mature.Research limitations/implications (if applicable) – This study is based on specialists’ perceptions about IJV’s, so could be a gap between this perception and the facts that the organizational indicators can present.Practical implications – Understanding IJV’s performance determinants’ relevance at each point of their life cycle can help manage these variables to create more efficient actions in accordance to the company’s needs.Originality/value (mandatory) – this study frames performance determinants in the three proposed dimensions within strategic administration theories, ranks them and uses MAGIQ for data analysis.
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Konwar, Ziko, Nikolaos Papageorgiadis, Mohammad Faisal Ahammad, Yumiao Tian, Frank McDonald, and Chengang Wang. "Dynamic marketing capabilities, foreign ownership modes, sub-national locations and the performance of foreign affiliates in developing economies." International Marketing Review 34, no. 5 (September 11, 2017): 674–704. http://dx.doi.org/10.1108/imr-01-2016-0004.
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Purpose The purpose of this paper is to examine the role of dynamic marketing capabilities (DMC), foreign ownership modes and sub-national locations on the performance of foreign-owned affiliates (FOAs) in developing economies. Design/methodology/approach Based on a sample of 254 FOAs in the Indian manufacturing sector (covering the period of 2000-2008 leading to 623 firm-year observations), the empirical paper adopts the panel data regression approach. Findings The study confirms the significant importance of DMC to assist FOAs to gain better sales performance in an emerging market such as India. The findings indicate that wholly owned foreign affiliates (WOFAs) have better sales performance than international joint ventures (IJVs), and majority-owned international joint ventures (MAIJVs) perform better than minority-owned international joint ventures in the Indian manufacturing sector. The results confirm that effective deployment of DMC leads to better sales performance in WOFAs and to some extent in MAIJVs. Perhaps the most interesting finding is that developing DMC in non-metropolitan areas is associated with higher sales growth than in metropolitan locations. Originality/value The study contributes to the literature by examining the impact of DMC on performance of FOA by considering the organised manufacturing sector in a large and fast growing developing economy. In addition, the results for the moderating effects provide novel evidence of the conditions under which DMC of FOA interact with different ownership modes and influence firm performance.
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Panibratov, Andrei, and Alexander Abramkov. "Joint Venture Strategy for Emerging Economy: Evidence From Russian Energy Sector." Organizations and Markets in Emerging Economies 3, no. 2 (December 31, 2012): 56–79. http://dx.doi.org/10.15388/omee.2012.3.2.14268.
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This paper investigates the strategies of global companies operating in power generation and supply, electrical equipment, and oil and gas industries in Russia. Russian energy sector has been considered by these companies as a huge and perspective and Russia has shown in the last two decades the greatest activity in the field of internationalization of major national industries through IJVs. Local joint ventures are therefore one of the cornerstones of these firms strategy in the respective energy sectors of Russia’s economy. These partnerships facilitate the entry process to Russia, raise an efficiency of post-entry operations, and prevent the state intervention in Russian operations of western companies.
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Velez-Calle, Andres. "Exploring instances of deviation in joint ventures between partners’ equity share and board representation." International Journal of Organizational Analysis 28, no. 1 (January 13, 2020): 260–73. http://dx.doi.org/10.1108/ijoa-11-2018-1598.
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Purpose To date, there has been little research about the degree of correspondence between partner equity ownership and partner representation on boards of joint ventures (JVs). It is generally assumed that partners’ share equals board representation in percentage. This paper aims to explore various instances of deviation from the above norm. Design/methodology/approach Using a unique database of 259 JV contracts extracted from the US Securities and Exchange Commission, and by drawing from resource dependency and transaction cost theories, this manuscript explores the factors that increase or decrease the deviation between equity share and board representation. Findings The results show that international JVs (IJVs) tend to deviate more, while JVs with a deadlock clause, a large board and based in a stable country deviate less from the degree of correspondence between equity share and board representation. Originality/value This study contributes to the alliance and governance literatures by identifying factors that influence the degree of correspondence between partner investment (equity share) and control through board of director representation.
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Agarwal, Sanjeev, Edwin Hooy Kok Kuen, Pol Herrmann, and M. Krishna Erramilli. "Does Ethnic Similarity Influence Foreign Equity Position in Joint Ventures? An Empirical Analysis of IJVs in China." Journal of Asia-Pacific Business 5, no. 3 (September 21, 2004): 3–26. http://dx.doi.org/10.1300/j098v05n03_02.
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Khan, Zaheer, Yong Kyu Lew, and Rudolf R. Sinkovics. "The mirage of upgrading local automotive parts suppliers through the creation of vertical linkages with MNEs in developing economies." critical perspectives on international business 11, no. 3/4 (July 6, 2015): 301–18. http://dx.doi.org/10.1108/cpoib-12-2012-0064.
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Purpose – This paper aims to explore inter-organizational linkages and the extent of technology transfer and develop propositions related to the linkages, technology transfer and upgrading of local suppliers in developing economies. Design/methodology/approach – The authors conduct a literature review and 50 exploratory interviews with senior managers and policymakers in the automotive parts industry of Pakistan. Findings – The data revealed that three major international joint ventures (IJVs) established in the automotive industry of Pakistan have created significant vertical linkages. However, advanced high-level technology transfer has not actually taken place due to the following reasons: IJV parents are reluctant to engage in technology transfer, there is limited support from local government and local suppliers exhibit limited improvement in their innovation capability. The vertical linkage creation and low-medium technology transfer contributes to incremental product upgrading of the local suppliers, rather than their process upgrading and insertion into the global value chain (GVC). Research limitations/implications – This research looked at technology interactions between IJVs and local tier-1 suppliers (not tier 2 and tier 3) in Pakistan’s automotive industry. This paper’ illustrative case indicates what is required for local suppliers in developing economies to make breakthrough upgrades of their products and processes through their vertical linkages with foreign-owned indigenous firms. Originality/value – Unlike prior research, the authors investigate the role of inter-organizational linkages and the extent of technology transfer, and how these affect local suppliers’ product/process upgrading in the local value chain. Highlighting the illusion of upgrading in the GVC, this paper reveals the difficulties involved in upgrading suppliers’ positions (e.g. insertion and functional upgrading in the GVC) through their vertical linkages with foreign multinational enterprises in developing economies. The illusion of upgrading sheds a rather disappointing light on the position of developing country supplier vis-à-vis their powerful international partners.
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Hong Ren, Barbara Gray, and Kwangho Kim. "Performance of International Joint Ventures: What Factors Really Make a Difference and How?" Journal of Management 35, no. 3 (February 6, 2009): 805–32. http://dx.doi.org/10.1177/0149206308331165.
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This article presents an in-depth review and critique of previous research on international joint venture (IJV) performance over the past 10 years. In doing so, the authors tease out the most important conceptualizations of IJV performance, the dominant drivers of IJV performance, and the key links among all these variables. They propose a comprehensive model that relates drivers to IJV performance measures and also performance measures to each other over time to guide future research.
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Yeheskel, Orly, William Newburry, and Yoram Zeira. "Significant differences in the pre- and post-incorporation stages of equity international joint ventures (IJVs) and international acquisitions (IAs), and their impacts on effectiveness." International Business Review 13, no. 5 (October 2004): 613–36. http://dx.doi.org/10.1016/j.ibusrev.2004.05.003.
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Calhoun, Mikelle, and Akhadian Harnowo. "Balancing IJV knowledge contributions and trust needs." Multinational Business Review 23, no. 3 (September 21, 2015): 200–223. http://dx.doi.org/10.1108/mbr-12-2014-0067.
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Purpose – This paper aims to present a model that explains how knowledge contributions of international joint venture (“IJV”) partners can be balanced or imbalanced, which affects each partners’ trust needs, with implications for future partner relationships. Design/methodology/approach – Illustrative examples aid in explaining propositions associated with the knowledge/trust needs balance model. In addition, consideration is given to the trust-building complication of liability of foreignness and the implications balance or imbalance. Findings – In total, 12 illustrative cases are evaluated to determine whether the knowledge contributions of the IJV partners are balanced. Knowledge intensity associated with the venture is assessed to determine the value of the foreign firm partner’s knowledge contribution. Cultural distance between the relevant countries provides a measure of the host country partner’s knowledge contribution. Balance is assessed after factoring in mitigating partner experience. The cases provide examples of four different balance/imbalance situations. Practical implications – A critical aspect of a successful IJV is knowledge sharing and trust is required for the freest flow of information. It is important for firms entering into IJVs to more fully understand the relationship between the knowledge contributions of IJV partners and trust. When knowledge contributions are more evenly balanced, the relationship between the partners will be stronger. Originality/value – The paper distinguishes between balance and stability/instability, expands the literature on knowledge intensity and contributes the new concept of trust needs. Balance at the start of an IJV has implications for the future relationship of the partners.
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Acharya, Chandan, Isabel Rechberg, and Xiaodan Dong. "Race to learn: knowledge characteristics and resource structure." Journal of Knowledge Management 24, no. 5 (June 1, 2020): 1059–78. http://dx.doi.org/10.1108/jkm-10-2019-0575.
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Purpose This paper aims to study the impact of the interactive effect of knowledge characteristics – tacitness, specificity and availability – and resource structure – complementarily and asymmetric – on learning race behavior among international joint venture (IJV) partners in China. Design/methodology/approach Preliminary in-depth interviews with three IJV managers were conducted to develop and evaluate the tentatively developed questionnaire. The finalized survey questionnaire was distributed to middle and top-level managers of IJVs, resulting in a total of 124 usable surveys. The psychometric properties of data were evaluated using Cronbach’s alpha and confirmatory factor analysis and hypotheses were tested using a generalized linear model. Findings The results show that partners in IJV have low tendencies to acquire tacit and specific knowledge, but, when the resource is complementary, it stimulates the learning race. Also, when resources are asymmetric, IJV partners engage in the learning race more aggressively, particularly for highly specific knowledge. The situation reverses for highly available knowledge. Originality/value The findings provide important insights for both researchers and managers on knowledge characteristics and resource structure influencing learning race behavior. This insight allows firms to leverage features of knowledge and resource conditions to prevent or facilitate the learning race for either common or private interests.
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Castelloes, Bernardo Gomes Pereira, and Luís Antônio da Rocha Dib. "The effect of equity on IJV termination: a study of brazilian oil and gas international joint ventures." Rio Oil and Gas Expo and Conference 22, no. 2022 (September 26, 2022): 42–43. http://dx.doi.org/10.48072/2525-7579.rog.2022.042.
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Tower, Annette P., Kelly Hewett, and Anton P. Fenik. "The Role of Cultural Distance Across Quantiles of International Joint Venture Longevity." Journal of International Marketing 27, no. 4 (September 26, 2019): 3–21. http://dx.doi.org/10.1177/1069031x19874040.
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Rapid global economic development and liberalization have increased the motivation and opportunities for firms to enter into international joint venture (IJV) agreements. Numerous studies in the international marketing literature have examined the impact of international partners’ cultural differences on IJV longevity; however, results are inconclusive, potentially due to limitations in the methods used. While this study examines the varied impact of cultural differences on IJV longevity based on the IJV’s age, it uses quantile regression, enabling the detection of varying effects’ strengths across the dependent variable’s entire distribution. The results demonstrate variations in the role of cultural differences across individual cultural dimensions as well as variations in the patterns of association between cultural differences and IJV longevity dependent on the IJV’s age. Implications for theory and the practice of international marketing are offered as well as potential applications of this study’s methodological approach.