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Articoli di riviste sul tema "International joint ventures"

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Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 6 settembre 2023

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1

Hoffjan, Andreas, e Martin Karlowitsch. "The Balanced Scorecard as a Framework for Measuring International Joint Ventures Performance". Indonesian Management and Accounting Research 12, n. 2 (5 luglio 2013): 67–88. http://dx.doi.org/10.25105/imar.v12i2.1170.

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International joint ventures present a factor that becomes more and more important in the commercial activities of companies. However, the development of systems for performance measurement of joint ventures remains largely unsolved. In this article, the Balanced Scorecard is adjusted to the requirements of joint ventures. This concept is especially appealing for joint ventures, because mere financial performance measurement is absolutely inadequate, if non-financial goals are pursued by the joint venture-partners. It reduces the complexity of the decision-making process by its focus on critical success factors and their clustering into four perspectives. As the utilization of synergies and soft factors like mutual trust and harmony are crucial for the success of joint ventures, the authors suggest the addition of a cooperation perspective to incorporate these issues. The concrete application and the design of the different perspectives of a Balanced Scorecard are illustrated by the example of the Chinese-German joint venture Ameco.Key words : international joint venture; balanced scorecard; performance measurement, case study

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2

Albrecht, Maryann H., Anthony M. Pagano e Palin Phoocharoon. "International Joint Ventures". Journal of Euromarketing 4, n. 3-4 (24 aprile 1996): 89–127. http://dx.doi.org/10.1300/j037v04n03_07.

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3

Shenkar, Oded, e Yoram Zeira. "International Joint Ventures:". Journal of Global Marketing 5, n. 1-2 (22 novembre 1991): 145–61. http://dx.doi.org/10.1300/j042v05n01_10.

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4

Shilling, James, e Charles H. Wurtzebach. "International Real Estate Review". International Real Estate Review 18, n. 2 (30 giugno 2015): 241–76. http://dx.doi.org/10.53383/100201.

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We study the relative performance of private equity real estate joint ventures by using new data that connect investment style, ownership structures, and quarterly cash flows for a large sample of sold properties from 1978-2009. The expansion into joint ventures by private equity core, value-added and opportunistic real estate funds since 1990 has been significant. This paper tests three hypotheses. First, do real estate joint ventures experience higher returns? Second, are investment fund managers generally willing to take on riskier projects in forming joint ventures? Third, are joint ventures formed to procure new business and grow assets under management and maximize fund fees? Tests of these hypotheses are performed by using quantile regressions, to determine whether the returns on joint venture projects are more concentrated in the tails of the return distribution ¡V particularly in the left (low end) tail ¡V than are whole assets. We reject the hypothesis that real estate joint ventures experience abnormal returns overall. However, we do find evidence that there is a lot more risk taking by value-added funds relative to core funds. Our evidence is also consistent with more risk taking by large investment fund managers vs. small investment fund managers.

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5

Ibels, David, Marc Van Grondelle, Jonathon Peacock e Jonathan Smith. "Making joint ventures work". APPEA Journal 53, n. 2 (2013): 464. http://dx.doi.org/10.1071/aj12075.

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

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6

Julian, Craig C. "Joint Venture Conflict: The Case of Thai International Joint Ventures". Journal of Asia-Pacific Business 9, n. 1 (21 aprile 2008): 6–27. http://dx.doi.org/10.1080/10599230801971242.

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7

Fey, Carl F., e Paul W. Beamish. "Joint venture conflict: the case of Russian international joint ventures". International Business Review 9, n. 2 (aprile 2000): 139–62. http://dx.doi.org/10.1016/s0969-5931(99)00034-7.

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8

Muralidharan, Raman, e Robert D. Hamilton. "RESTRUCTURING INTERNATIONAL JOINT VENTURES". International Journal of Organizational Analysis 7, n. 4 (aprile 1999): 307–32. http://dx.doi.org/10.1108/eb028904.

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9

Dume, Philippe, e Sergey Frank. "MANAGING INTERNATIONAL JOINT VENTURES". London Business School Review 26, n. 1 (marzo 2015): 52–53. http://dx.doi.org/10.1111/2057-1615.12016.

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10

Beamish, Paul W. "The Characteristics of Joint Ventures in the People's Republic of China". Journal of International Marketing 1, n. 2 (giugno 1993): 29–48. http://dx.doi.org/10.1177/1069031x9300100203.

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

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11

Jafari, Shahab, e Elahe Jahangard. "Dubious Allocation of Liability in the ICC Model Joint Venture Contract". Business Law Review 43, Issue 5 (1 ottobre 2022): 210–15. http://dx.doi.org/10.54648/bula2022031.

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Construction joint ventures are amongst the most common instances of open joint ventures. In 2018, the International Chamber of Commerce (ICC) published a model open joint ventures contract for construction projects to provide businesses with a balanced form of the agreement, enabling them to work together as joint operators. While the model contract provides a well-structured framework to regulate the relationship between the parties, the authors of this article are of the opinion that the basis for liability among joint venture members in the ICC Model Contract is dubious, if not wholly fallacious. Although much of what we say on the issue of liability of joint venture members in this article can equally be applied to all types of open joint venture agreements, or even close joint venture contracts, our main focus in this article is to scrutinize and criticize the proposed liability clause in the ICC Model Contract.

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12

Ding, Daniel Z. "Control, Conflict, and Performance: A Study of U.S.-Chinese Joint Ventures". Journal of International Marketing 5, n. 3 (settembre 1997): 31–45. http://dx.doi.org/10.1177/1069031x9700500304.

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This study was designed to test empirically the linkages between control, conflict, and performance using a sample of U.S.-Chinese joint ventures established in China during the period of 1979–1989. Data were gathered through a questionnaire survey among U.S. managers and personal interviews with both U.S. and Chinese general managers in the selected joint ventures. Results showed that dominant managerial control exercised by the foreign partner had a positive impact on the perceived joint venture performance. The study identified major areas in which conflict between joint venture partners occurred. Empirical evidence was found that conflict between joint venture partners significantly hindered joint venture performance.

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13

Chen, Qiangbing, Yali Liu e Lu Jiang. "Culture distance and foreign equity ownership in international joint ventures". Journal of Chinese Economic and Foreign Trade Studies 3, n. 3 (5 ottobre 2010): 189–203. http://dx.doi.org/10.1108/17544401011084280.

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PurposeThe paper aims to study the impact of cultural differences on the ownership structure of international joint ventures in China. It is reasoned that foreign investors, when faced with larger culture‐related investment uncertainties, may have the incentive to acquire more control rights to contain the risks by acquiring more equity shares in the joint ventures.Design/methodology/approachData on international joint ventures in China were used to test the theory. The data contain 941 observations from Beijing, Shanghai, Shenzhen and Tianjing, covering a 13‐year time span. Pooled ordinary least square is used in the model estimation.FindingsCultural distance between China and foreign countries was found to increase the foreign equity share in the joint ventures, a finding contrary to traditional view. In addition, it was found that cultural distance in different dimensions does not play an equal role in affecting foreign equity shares. Last, there is significant evidence that the allocation of ownership between foreign and domestic investors in the joint ventures is influenced by the investor's relative importance in supplying different types of resources.Originality/valueThe paper introduces a new perspective into the study of culture and international joint venture. Foreign investors may be able to reduce investment risk by increasing equity shares, which gives them more internal control, in international joint ventures. In contrast, the traditional view is that larger cultural distance tends to discourage foreign equity ownership.

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14

Abdul-Aziz, A. R., e S. Y. Cha. "Patterns in strategic joint ventures of selected prominent cross-border contractors for 1999–2003". Canadian Journal of Civil Engineering 35, n. 9 (settembre 2008): 1009–17. http://dx.doi.org/10.1139/l08-046.

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Scholars have noted that cross-border businesses have been increasingly using alternative forms of overseas involvement instead of going-it-alone. A study was conducted to document and subsequently identify possible patterns from the strategic joint ventures adopted by selected contractors that appeared in the Engineering News Record’s annual top 225 international contractors survey from 1999–2003 inclusively, which was also the framed study period. The modes of strategic joint ventures that became the focus of the study were equity joint venture companies, serial joint ventures, and long-term joint venture contracts. Data was collected entirely from secondary sources, which were triangulated to remove possible biases. The study found patterns in terms of frequency of the various modes, nationality of partners, markets the joint ventures served, and industries the partners belonged to. The findings add to our knowledge on the behaviour of cross-border contractors.

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15

Li, Jing, e Zhouyu Lin. "Partner Dependence of International Joint Ventures and Venture Takeover". Academy of Management Proceedings 2017, n. 1 (agosto 2017): 14023. http://dx.doi.org/10.5465/ambpp.2017.14023abstract.

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16

Groot, Tom L. C. M., e Kenneth A. Merchant. "Control of international joint ventures". Accounting, Organizations and Society 25, n. 6 (agosto 2000): 579–607. http://dx.doi.org/10.1016/s0361-3682(99)00057-4.

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17

Yu, Chwo-Ming Joseph, e Ming-Je Tang. "International joint ventures: Theoretical considerations". Managerial and Decision Economics 13, n. 4 (luglio 1992): 331–42. http://dx.doi.org/10.1002/mde.4090130408.

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18

Yavaş, Uğur, Doğan Eroğlu e Sevgin Eroğlu. "Sources and Management of Conflict: The Case of Saudi-U.S. Joint Ventures". Journal of International Marketing 2, n. 3 (settembre 1994): 61–82. http://dx.doi.org/10.1177/1069031x9400200304.

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Joint ventures predominate in business formats used by multinational corporations in developing countries. It is believed that joint ventures in these countries suffer more conflicts and performance problems than joint ventures in developed countries. However, there is little empirical research into understanding the nature of joint venture problems in less developed countries. Furthermore, what little research exists examines the issue from the perspective of the parent company at the expense of the local partner's point of view. The study reported here is intended to fill this void. Specifically, the study examines severity of various conflicts in Saudi-U.S. joint ventures operating in Saudi Arabia from the perspective of Saudi partners. Three critical sources of conflict are identified and analyzed in detail. The discussion concludes by recommending a dynamic approach to conflict management with a special emphasis on developing communication capabilities.

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19

Styles, Chris, e Lisa Hersch. "Executive Insights: Relationship Formation in International Joint Ventures: Insights from Australian–Malaysian International Joint Ventures". Journal of International Marketing 13, n. 3 (settembre 2005): 105–34. http://dx.doi.org/10.1509/jimk.13.3.105.

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Many international joint ventures are unsuccessful, and managers partly blame the “softer” issues related to partner relationships. The authors study these relational (behavioral) aspects of the formation process using seven international joint ventures involving Australian and Malaysian firms. During the five stages of formation (i.e., need determination, partner search, partner selection, negotiations, and operations), four dimensions of trust (i.e., personal, competence, contractual, and goodwill) and three dimensions of commitment (i.e., intentions based, contractual, and affective) play prominent roles. Managers need to focus on these dimensions during the five stages of formation to improve chances of success.

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20

Alkhalifa, Dr Ali K. "Perspectives on Networking in the Management of International Joint Ventures". Journal of Advanced Research in Dynamical and Control Systems 12, SP7 (25 luglio 2020): 343–51. http://dx.doi.org/10.5373/jardcs/v12sp7/20202115.

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21

Kent, David H. "Joint ventures vs. Non-joint ventures: An empirical investigation". Strategic Management Journal 12, n. 5 (luglio 1991): 387–93. http://dx.doi.org/10.1002/smj.4250120505.

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22

Lin, Xiaohua, e Richard Germain. "Predicting International Joint Venture Interaction Frequency in U.S.–Chinese Ventures". Journal of International Marketing 7, n. 2 (giugno 1999): 5–23. http://dx.doi.org/10.1177/1069031x9900700202.

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23

Storli, Espen, e David Brégaint. "The Ups and Downs of Family Life: Det Norske Nitridaktieselskap, 1912–1976". Enterprise & Society 10, n. 4 (dicembre 2009): 763–90. http://dx.doi.org/10.1017/s146722270000834x.

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The current literature on international joint ventures pays considerable attention to why joint ventures are established or why they are dissolved, but we lack studies that give insight into their dynamic development. The aim of this article is to investigate the evolution of an international joint venture over time. We confront some of the theoretical insights developed during the last decades with the dramatic history of the aluminum producer Det Norske Nitridaktieselskap (DNN). The company was established shortly beforeWorld War I and was finally disbanded over seventy years later. For most of this time, DNN was an international joint venture with shifting ownership configurations. This gives us the possibility not only to discuss the motivation for why the company was established or why it was dissolved, but also to study the mid-life of the company. What was DNN's role within the general corporate strategies of the owners? Did this role change over time?

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24

Zhao, Laixun. "International Joint Ventures and Trade Policy". International Economy 1996, n. 47 (1996): 81–82. http://dx.doi.org/10.5652/kokusaikeizai.1996.81.

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25

Cuypers, Ilya, e Ben M. Bensaou. "Board Composition in International Joint Ventures". Academy of Management Proceedings 2013, n. 1 (gennaio 2013): 15411. http://dx.doi.org/10.5465/ambpp.2013.15411abstract.

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26

Roy Chowdhury, Indrani, e Prabla Roy Chowdhury. "International Joint Ventures: A Welfare Analysis". Journal of Policy Reform 5, n. 1 (gennaio 2002): 51–60. http://dx.doi.org/10.1080/13841280212384.

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27

Sharma, Ruchi, e T. V. S. Ramamohan Rao. "Information Asymmetry in International Joint Ventures". Indian Economic Journal 54, n. 2 (luglio 2006): 7–20. http://dx.doi.org/10.1177/0019466220060202.

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28

Reuer, Jeffrey J., e Tony W. Tong. "Real Options in International Joint Ventures". Journal of Management 31, n. 3 (giugno 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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29

Vaidya, Sameer. "International joint ventures: an integrated framework". J. for International Business and Entrepreneurship Development 2, n. 1 (2004): 71. http://dx.doi.org/10.1504/jibed.2004.007843.

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30

Larimo, Jorma, e Sami Rumpunen. "Partner Selection in International Joint Ventures". Journal of Euromarketing 16, n. 1-2 (27 marzo 2007): 119–37. http://dx.doi.org/10.1300/j037v16n01_09.

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31

Ganitzky, Joseph, U. Srinivasa Rangan e Gerard E. Watzke. "Time Perspectives in International Joint Ventures:". Journal of Global Marketing 5, n. 1-2 (22 novembre 1991): 13–33. http://dx.doi.org/10.1300/j042v05n01_03.

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32

Pan, Yigang, Wilfried R. Vanhonacker e Robert E. Pitts. "International Equity Joint Ventures in China:". Journal of Global Marketing 8, n. 3-4 (26 luglio 1995): 125–49. http://dx.doi.org/10.1300/j042v08n03_07.

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33

Shaughnessy, Haydn. "International joint ventures: Managing successful collaborations". Long Range Planning 28, n. 3 (giugno 1995): 1–17. http://dx.doi.org/10.1016/0024-6301(95)00007-6.

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34

Glaister, Keith W., Rumy Husan e Peter J. Buckley. "Learning to manage international joint ventures". International Business Review 12, n. 1 (febbraio 2003): 83–108. http://dx.doi.org/10.1016/s0969-5931(02)00089-6.

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35

Berrell, Mike, Marianne Gloet e Phil Wright. "Organisational learning in international joint ventures". Journal of Management Development 21, n. 2 (marzo 2002): 83–100. http://dx.doi.org/10.1108/02621710210417402.

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Zahra, Shaker, e Galal Elhagrasey. "Strategic management of international joint ventures". European Management Journal 12, n. 1 (marzo 1994): 83–93. http://dx.doi.org/10.1016/0263-2373(94)90051-5.

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37

Geringer, J. Michael, e Louis Hebert. "Measuring Performance of International Joint Ventures". Journal of International Business Studies 22, n. 2 (giugno 1991): 249–63. http://dx.doi.org/10.1057/palgrave.jibs.8490302.

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Vaidya, Sameer. "International joint ventures: an integrated framework". Competitiveness Review 19, n. 1 (16 gennaio 2009): 8–16. http://dx.doi.org/10.1108/10595420910929022.

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Arvid Scherling, Steven, e Olivia L. H. Wang. "Cooperative Relations In International Joint Ventures". Asia Pacific Journal of Marketing and Logistics 9, n. 3 (marzo 1997): 53–72. http://dx.doi.org/10.1108/eb010292.

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Reuer, Jeffrey J., Elko Klijn e Constantinos S. Lioukas. "Board involvement in international joint ventures". Strategic Management Journal 35, n. 11 (11 settembre 2013): 1626–44. http://dx.doi.org/10.1002/smj.2173.

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Cuypers, Ilya R. P., Gokhan Ertug, Jeffrey J. Reuer e Ben Bensaou. "Board representation in international joint ventures". Strategic Management Journal 38, n. 4 (21 giugno 2016): 920–38. http://dx.doi.org/10.1002/smj.2529.

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42

Wagner, Cynthia K. "Strategy first in international joint ventures". Journal of Technology Transfer 18, n. 1-2 (dicembre 1993): 39–48. http://dx.doi.org/10.1007/bf02178117.

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43

Bouteraa, Mohamed, Elhachemi Tamma, Mohammed El Hafedh Aichouche, Sadok Achour, Suddin Lada, Rudy Ansar, Lim Ming Fook e Brahim Chekima. "International Joint Ventures’ Knowledge Acquisition: Critical Literature Review". Sustainability 15, n. 8 (7 aprile 2023): 6364. http://dx.doi.org/10.3390/su15086364.

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Abstract (sommario):

Over the last decades, many researchers made critical literature reviews and meta-analyses related to technology/knowledge transfer and acquisition majors in different contexts. Due to the paucity of research, this study offers a critical literature review (CLR) on international joint ventures’ knowledge acquisition from foreign partners. This study aims to provide a complete analysis of 23 (out of 93) research publications published in reputable journals and conference proceedings between 1996 and 2020. This review research may be considered a vital resource for academics as it fills in some informational gaps, particularly from an international joint venture perspective. In addition, this paper has presented all previous studies by identifying the main critical factors for knowledge acquisition, namely, the determinants, outcomes, moderator, mediator, and context. The paper provides recommendations for future studies.

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Beamish, Paul W., e Nathaniel C. Lupton. "Managing Joint Ventures". Academy of Management Perspectives 23, n. 2 (maggio 2009): 75–94. http://dx.doi.org/10.5465/amp.2009.39985542.

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Krasilnikova, Tatiana. "The Legislative Regulation of the Status of Joint Ventures in the USSR". Legal Concept, n. 3 (ottobre 2019): 61–67. http://dx.doi.org/10.15688/lc.jvolsu.2019.3.9.

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Introduction: the paper is devoted to the joint ventures, international economic associations established and operating in the territory of the USSR. It is one of the first studies in the modern legal literature devoted to the analysis of the Soviet legislation determining the status of these types of economic entities. The aim of the study is to determine the legal nature of the joint venture as a legal entity, to identify the features of its legal capacity from the perspective of the civil law theory and practice. Results: the main problems that arise in the creation and operation of joint ventures, as well as the existing gaps in the Soviet legal space in the mechanism of the legal regulation of the organization and activities of entities with foreign participation are revealed. The peculiarity of the policy of the Soviet state in relation to business corporations, including joint ventures and international business associations, was a combination of administrative, legal and civil law methods of regulating their organization and activities.

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Park, Seung Ho, e Dongcheol Kim. "Market valuation of joint ventures: Joint venture characteristics and wealth gains". Journal of Business Venturing 12, n. 2 (marzo 1997): 83–108. http://dx.doi.org/10.1016/s0883-9026(96)00036-5.

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Hisrich, Robert, e Jan Jones. "U.S./Hungarian Joint Ventures:". Journal of Global Marketing 5, n. 3 (31 marzo 1992): 89–108. http://dx.doi.org/10.1300/j042v05n03_04.

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Osland, Gregory E. "Successful Operating Strategies in the Performance of U.S.-China Joint Ventures". Journal of International Marketing 2, n. 4 (dicembre 1994): 53–78. http://dx.doi.org/10.1177/1069031x9400200404.

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Abstract (sommario):

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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Song, Sangcheol. "Uncertainty and Learning in International Joint Ventures". Journal of International Business and Economy 13, n. 1 (1 luglio 2012): 82–96. http://dx.doi.org/10.51240/jibe.2012.1.4.

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This study deals with the potential interplays between two uncertainty types (endogenous vs. exogenous uncertainty) and the role of learning in joint ventures (JVs) from the real options perspective. Regarding the role of learning under different types of uncertainty in JVs, one stream of real options research argues that learning has nothing to do with investment decision, while the other stream of research argues that investment decision is endogenous to learning. Considering that investment decisions embedded in JVs are affected by endogenous uncertainty (e.g., partner uncertainty) and exogenous uncertainty (e.g., demand uncertainty), this study suggests a conceptual model which takes into account the impact of endogenous uncertainty and firm’s learning of JV partners and market demand on real options value and exercise. Since almost all real options research focuses on exogenous uncertainty and less study learning under the real options framework, we add to this literature by touching upon possible roles of endogenous uncertainty and learning in driving firm’s strategic choices.

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Linz, Susan J., Alan B. Sherr, Ivan S. Korolov, Igor P. Faminsky, Tatyana M. Artemova e Evgeniya L. Yakovleva. "International Joint Ventures: Soviet and Western Perspectives". Russian Review 53, n. 2 (aprile 1994): 323. http://dx.doi.org/10.2307/130850.

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