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1
Hoogendoorn, Martin. "Joint Ventures." Maandblad Voor Accountancy en Bedrijfseconomie 83, no. 12 (December 1, 2009): 390–91. http://dx.doi.org/10.5117/mab.83.13868.
Повний текст джерелаАнотація:
Een veel voorkomende wijze van samenwerking tussen ondernemingen is het uitvoeren van activiteiten in de vorm van een joint venture. Een joint venture is bijna altijd een afzonderlijke juridische entiteit. De partners in de joint venture voeren gezamenlijk de zeggenschap uit. In internationaal verband is een joint venture met een lokale partner soms de enige mogelijkheid om in het land voet aan de grond te krijgen. Een joint venture is geen nieuw verschijnsel, maar niettemin was er voldoende reden voor de redactie van het MAB om hieraan een themanummer te wijden. Juist omdat joint ventures inmiddels zo belangrijk zijn geworden, is het zinvol om actuele bedrijfseconomische en accountancy-aspecten met betrekking joint ventures in kaart te brengen. Dat gebeurt in vier artikelen, vanuit vier verschillende invalshoeken: strategie en economie, management control, externe verslaggeving, en accountantscontrole.
2
Ibels, David, Marc Van Grondelle, Jonathon Peacock, and Jonathan Smith. "Making joint ventures work." APPEA Journal 53, no. 2 (2013): 464. http://dx.doi.org/10.1071/aj12075.
Повний текст джерелаАнотація:
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.
3
Vennat, Michel. "Joint venture dissolution." Revue générale de droit 19, no. 4 (April 5, 2019): 841–48. http://dx.doi.org/10.7202/1058499ar.
Повний текст джерелаАнотація:
Joint ventures invariably encounter with changes in circumstances and conditions that may either frustrate the original goals of the joint venturers or render the undertaking unprofitable or unmanageable. That is why there are no more important provisions of the joint venture agreements than those which govern its termination. Relating to those provisions, the author will refer to considerations that will apply whatever the form of the joint venture.
4
Ding, Daniel Z. "Control, Conflict, and Performance: A Study of U.S.-Chinese Joint Ventures." Journal of International Marketing 5, no. 3 (September 1997): 31–45. http://dx.doi.org/10.1177/1069031x9700500304.
Повний текст джерелаАнотація:
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.
5
Salk, Jane E. "Gérer une joint venture internationale." Décisions Marketing N° 10, no. 1 (January 1, 1997): 7–14. http://dx.doi.org/10.3917/dm.010.0007.
Повний текст джерелаАнотація:
Participer à la gestion d’une joint venture multinationale est une expérience aussi frustrante que gratifiante. Les joint ventures sont souvent fragiles, difficiles à gérer et exposées à toutes sortes de problèmes. Aussi, cet article s’appuie sur l’étude longitudinale de trois cas de joint ventures afin d’étudier comment les interactions initiales, et tout particulièrement certaines caractéristiques structurelles et certains processus sociaux, affectent les relations entre les managers de la joint venture.
6
Jafari, Shahab, and Elahe Jahangard. "Dubious Allocation of Liability in the ICC Model Joint Venture Contract." Business Law Review 43, Issue 5 (October 1, 2022): 210–15. http://dx.doi.org/10.54648/bula2022031.
Повний текст джерелаАнотація:
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.
7
Grant, Brad. "Joint Ventures in the Canadian Energy Industry." Alberta Law Review 50, no. 2 (December 1, 2012): 373. http://dx.doi.org/10.29173/alr254.
Повний текст джерелаАнотація:
This article explores the concept of a joint venture and the use of joint venture agreements in the Canadian energy industry. The discussion is particularly timely as there have been a number of significant joint ventures in the Canadian energy industry, particularly with respect to Asia Pacific investors who have spent billions of dollars to lock up parts of Canada’s oil and gas reserves. With a growing demand for energy among Asia Pacific countries, the article suggests that joint ventures will continue to be significant in the development of Canada’s energy industry. This article provides an overview of the different forms of joint ventures (the corporation, partnership, and contractual joint venture) and the risks and benefits associated with each. This article also addresses some of the key issues with respect to joint ventures generally.
8
Hoffjan, Andreas, and Martin Karlowitsch. "The Balanced Scorecard as a Framework for Measuring International Joint Ventures Performance." Indonesian Management and Accounting Research 12, no. 2 (July 5, 2013): 67–88. http://dx.doi.org/10.25105/imar.v12i2.1170.
Повний текст джерелаАнотація:
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
9
Oyedeji, Joseph Oyewale. "Evaluation of Joint Ventures in Property Development in Lagos, Nigeria." Journal of Surveying, Construction & Property 11, no. 1 (June 26, 2020): 30–37. http://dx.doi.org/10.22452/jscp.vol11no1.3.
Повний текст джерелаАнотація:
Joint venture is a new financing model adopted in property development. However, there is little or no research in evaluating the model which this study aimed at achieving. The study populations are the members of Real Estate Developers Association of Nigeria in Lagos. Data were gathered through structured questionnaires administered to the study population. Gathered data were presented and analyzed through tables, chats and likert scales. Findings from the study revealed that residential property is the class of property mostly developed through joint venture in the study area. Also, the most prevalent parties that go into a joint venture agreement in the study area are; private property developer and financial institutions and the least prevalent are private property developers and the government. Financing is the most important term in a joint venture agreement in the study area and the least important term is acquisition of equipment. Finally, financing is the most prevalent problem of joint venture in the study area and breach of joint venture agreement is the least. Recommendations were made on how to solve joint ventures problems in property development. Also, there is need for further research on the nature of relationship between parties going into joint ventures.
10
Zhang, Jingxiao, You Ouyang, Hui Li, Pablo Ballesteros-Pérez, and Martin Skitmore. "Simulation analysis of incentives on employees' acceptance of foreign joint venture management practices: a case study." Engineering, Construction and Architectural Management 27, no. 8 (May 12, 2020): 2047–78. http://dx.doi.org/10.1108/ecam-06-2019-0321.
Повний текст джерелаАнотація:
PurposeCultural differences between employees of different nationalities are hindering the development of some transnational joint ventures. Describing and modelling the positive (or negative) factors that cause joint venture employees to accept (or reject) joint management business practices is of great value to all corporations operating abroad with locally sourced employees.Design/methodology/approachThis study uses a Sino-Japan construction joint venture project as a representative case study. First, structural equation modelling is used to identify the factors influencing Chinese employees' acceptance of joint venture management practices. Then, a system dynamics model is adopted to simulate the time-dependent effects of the incentives.FindingsThe study results (1) indicate which incentives strongly affect employee acceptance of joint venture management practices; (2) identify inefficient management practices in cross-cultural joint ventures; and (3) provide evidence that the employees' perceptions of clear purpose, good working relationships and helpful mechanisms positively and directly also support their acceptance of joint management practices.Originality/value–A dynamic simulation method is used to analyse the influence of various incentive factors on employee acceptance of joint management. This provides unprecedented information regarding how these factors interact with each other, hence how their effectiveness varies (both positively and negatively) over time. Further findings also provide new ideas for joint venture managers to adopt more effective management methods.
11
Wan-Ghazali, Wan Ramiza, Nor Aziah Abdul Manaf, and Idawati Ibrahim. "TAXING AS JOINT VENTURE OR PARTNER?" International Journal of Entrepreneurship and Management Practices 6, no. 23 (December 28, 2023): 224–40. http://dx.doi.org/10.35631/ijemp.623015.
Повний текст джерелаАнотація:
The Petroleum Income Tax Act of 1967 (PITA) is a reference point for taxation during the implementation of the Production Sharing Contract regime in Malaysia. The term person under the purview of the PITA encompasses partnerships, which, includes joint venture. The present study aims to elucidate the intricate interplay of relationships and transactions within a joint venture, with a specific focus on comprehending the underlying rationale for considering the entire joint venture as the chargeable person under the PITA, as opposed to taxing individual partners separately. The methodology is based on Research Onion Framework with qualitative research and inductive approach leveraging on action research. Analysing literature review to delves into the structural of the joint ventures and the preparatory measures aimed at ensuring the equitable participation of the involved parties in the joint venture arrangement, particularly in managing various alternative activities that may arise alongside the primary Joint Operating Agreement (JOA) activities, often manifesting as sole risk projects. The engagement in various non-monetary activities and the collective contributions of all partners, particularly in mitigating risks and ensuring the success of upstream exploration and production, are regarded as contributions that may not lend themselves to a straightforward division, which support the joint ventures as a chargeable person. The outcomes derived from this methodological approach culminate in a model that elucidates the rationale for taxing joint ventures as opposed to individual partners within the joint venture. This clarification is essential for all involved parties, including taxation agencies, industry stakeholders, and policymakers. Novelty: The study represents an initiative within Malaysia, to explore the interpretation of the PITA. The motivation was sparked by inquiries from industry stakeholders, who expressed apprehensions regarding the tax assessment processes, whether in the context of joint ventures or individual taxpayers.
12
Bogojević, Aleksandar. "Zajedničko ulaganje (joint venture) i tržišna konkurencija / Joint Venture and Market Competition." Годишњак факултета правних наука - АПЕИРОН 6, no. 6 (July 11, 2016): 254. http://dx.doi.org/10.7251/gfp1606254b.
Повний текст джерелаАнотація:
In modern business of the business entities, on the EU market, as well as on the other national markets, it is joint venture is increasingly used as a form of joining of business entities. For a competition law basic question is an effect on the market competition of this joining of the business entities. The effects made by joint ventures on market competition may be positive, which is the case with the invention, the availability of new technologies, increasing of the efficiency, new products etc., or negative, which is the case with market separation or closing of the market for new participants. In European competition law there is an opinion that there is greater possibility of the negative effects on market competition when real or potential competitors make joint venture. Authority for protection of competition on two basis can evaluate joint venture. The first base is joint venture, which is evaluated as concentration of the business entities, and the second base is joint venture, which is evaluated as an agreement between business entities. This paper shall elaborate both basis, paying special attention on its demarcation, as well as the effects they have on market competition. In addition, the paper shall show and explain the most common modalities of the joint venture agreements, and point out their differences between them.
13
Swift, Kent. "An Examination of Joint Ventures between Nonprofit Hospitals and For-Profit Businesses." ATA Journal of Legal Tax Research 1, no. 1 (January 1, 2003): 41–53. http://dx.doi.org/10.2308/jltr.2003.1.1.41.
Повний текст джерелаАнотація:
Nonprofit hospitals have increasingly found that it is to their advantage to enter into joint ventures with for-profit entities as a means of raising capital and/or obtaining expertise. A number of IRS letter rulings, revenue rulings, and court cases have addressed the issue of the types of joint ventures between nonprofit hospitals and for-profit entities that are within the hospital's charitable mission and those joint ventures that cross the line and would cause the hospital to lose its status as a tax-exempt entity under I.R.C. §501(c)(3). An examination of this literature suggests that nonprofit hospitals can avoid jeopardizing their charitable status when entering into joint ventures with for-profit entities by (1) requiring the joint venture operating entity to provide care to a broad segment of the community; (2) maintaining control over the joint venture, preferably by controlling a majority of the positions on the operating entity's board of directors; and (3) crafting joint venture agreements such that they place primary importance on the venture's charitable mission.
14
Hill, John. "Joint venture." Manufacturing Engineer 71, no. 7 (1992): 26. http://dx.doi.org/10.1049/me:19920128.
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15
Girardi, Maria. "Joint venture." Manufacturing Engineer 70, no. 9 (1991): 14. http://dx.doi.org/10.1049/me:19910194.
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16
Bakri, A. S., S. Saidan Khaderi, and A. S. Abd Shukor. "A Cross-case Analysis on the Barriers to Knowledge Sharing Practices in Construction Joint Ventures." IOP Conference Series: Earth and Environmental Science 1067, no. 1 (October 1, 2022): 012068. http://dx.doi.org/10.1088/1755-1315/1067/1/012068.
Повний текст джерелаАнотація:
Abstract Construction joint ventures often used as a strategic platform to facilitate learning and acquire knowledge associated with individual partner skills and capabilities, and further integrate the new knowledge into their own system and structure. Although previous literature has highlighted many benefits of joint ventures, in reality it does not work well as people are often hesitant to share their knowledge and experience. Furthermore, the nature of construction projects and temporary setting of joint venture organisations often results in difficulty to retain the knowledge of each project member once the project completed, and the joint venture dissolved. Such problems become more critical in the local-foreign joint venture projects where knowledge has to be shared across different organisations and national culture. This research paper aims to assess the barriers for knowledge sharing practices by using cross-case analysis of joint venture projects as case studies. This research took a qualitative approach with a multiple-case study method adopted to perform exploratory case studies into construction joint ventures in Malaysia. Qualitative data were collected using the semi-structured interview techniques with 20 interviewees from two case studies. The primary data was analysed using content analysis and cognitive mapping techniques. The research findings revealed several barriers to knowledge sharing practices within joint venture project settings such as the cultural barriers, lack of loyalty and project continuity, language barriers, unwilling to share and learn; and lack of time. The Malaysian construction industry is taking initiatives to improve its current project performance through capacity development which is one of the strategic thrusts outlined in CIDB Construction Revolution 4.0 (CR4.0). The capacity development can be done by encouraging the collaboration between construction participants. It gives a very significant justification for undertaking this research focusing on improving the collaboration and project performance of joint venture project settings through effective knowledge sharing.
17
Minja, Steven, Geraldine Kikwasi, and Wellington Thwala. "A Study of Joint Venture Formation between Construction Organizations in Tanzania." Australasian Journal of Construction Economics and Building - Conference Series 1, no. 2 (February 5, 2013): 32. http://dx.doi.org/10.5130/ajceb-cs.v1i2.3164.
Повний текст джерелаАнотація:
Formation of joint ventures between construction companies is one of the recent efforts in combating contractors problems in Tanzania and addresses one of the key challenges facing the construction industry today in the country especially when large and complex projects are involved. The main objective of the research is to examine the formation of joint ventures in Tanzania, specifically to: study joint ventures formation procedures; identify criteria in selection of joint venture partner; and identify risks associated with and challenges facing joint venture undertakings in Tanzania. The study adopted a descriptive research design and purposive sampling. Multiple sources of evidence was used to collect information mainly literature review, questionnaires and interviews. Key findings reveal that legal and statutory requirements in the formation of joint ventures include registration by Business Registration and Licensing Agency (BRELA), Contractors Registration Board (CRB) and under Registration of Documents Act (RDA). All JV respondents were registered by BRELA and CRB which are mandatory but only 7 were registered by RDA. Most important factors considered during formation of JVs are: contract agreement, financial stability and commitment while key risks associated with JVs are cultural and social differences, delays in approvals and financial risks. In addition, main challenges facing joint ventures are: identification of possible risks and joint venture agreement interpretation. The study concludes that formation of JVs have been addressing some of emerging challenges facing local construction organizations despite the risks and challenges that exist. The study recommends that firms entering joint ventures should explore the benefits of registering with RDA and ensure risks associated with their JV are properly assessed. The study also recommends introduction of an incentive scheme through Tanzania Investment Centre to grant tax relief for foreign contractors going into joint venture with local construction firms.
18
Baxter, Glenn. "Capturing and Delivering Value in the Trans-Atlantic Air Travel Market: The Case of the Air France-KLM, Delta Air Lines, and Virgin Atlantic Airways Strategic Joint Venture." MAD - Magazine of Aviation Development 7, no. 1 (January 16, 2019): 17–37. http://dx.doi.org/10.14311/mad.2019.01.03.
Повний текст джерелаАнотація:
<p class="keywords">This paper presents a case study of the Air France-KLM, Delta Air Lines, and Virgin Atlantic transatlantic joint venture, one of the world’s largest strategic passenger joint ventures. The study used a qualitative research approach. The data gathered for the study was examined by document analysis. The strategic analysis of the joint venture was based on the use of Porter’s Five Forces Model. The study found that the joint venture has evolved over time through the addition of KLM Royal Dutch Airlines, Alitalia, and Virgin Atlantic Airways to the original joint venture between Air France and Delta Air Lines. The joint venture has provided significant synergistic benefits to the partners and has allowed the partners to access new markets and to participate in the evolution of the transatlantic air travel market, one of the world’s major air travel markets. The joint venture has also enabled the venture partners to enhance their competitive position through strengthened service offerings, a comprehensive route network that offers customers a high level of connectivity, and greater flight frequencies within their own route networks, all of which creates value for the partners. A limitation of the study was that the annual revenue, revenue passenger kilometres performed, or passenger load factors data was not available. It was, therefore, not possible to analyze the business performance of the joint venture.</p>
19
Beamish, Paul W. "The Characteristics of Joint Ventures in the People's Republic of China." Journal of International Marketing 1, no. 2 (June 1993): 29–48. http://dx.doi.org/10.1177/1069031x9300100203.
Повний текст джерелаАнотація:
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.
20
Freeman, Anne. "Access to information in joint ventures: the dangers of being kept in the dark." APPEA Journal 56, no. 2 (2016): 560. http://dx.doi.org/10.1071/aj15066.
Повний текст джерелаАнотація:
Operators of joint ventures have, by reason of their position, first-hand access to all information relating to the joint venture, including financial results, technical data, and documents relating to relationships with third parties and contractors. Non-operators regularly strike difficulty in obtaining all the information they need in relation to the affairs of joint ventures, especially if a dispute is emerging between participants in it. This extended abstract explores various mechanisms for non-operators to obtain joint venture records, including express provisions in the joint venture agreement itself, and the potential to argue that there should be a right to obtain records implied into the agreement. Other potential mechanisms will also be canvassed, including the assertion of fiduciary duties owed by the operator that might provide the non-operator with rights to obtain information. In the 2013 decision of Alliance Craton Explorer v Quasar Resources, the Full Court of the Federal Court considered a joint venture agreement that did not explicitly provide access to the non-operator records of the joint venture. The court refused to imply a term providing access to the records, and dismissed arguments by the non-operator that the operator was its agent and that the non-operator had proprietary rights to the information it sought. This extended abstract discusses the implications of this decision.
21
Julian, Craig C. "Joint Venture Conflict: The Case of Thai International Joint Ventures." Journal of Asia-Pacific Business 9, no. 1 (April 21, 2008): 6–27. http://dx.doi.org/10.1080/10599230801971242.
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22
Fey, Carl F., and Paul W. Beamish. "Joint venture conflict: the case of Russian international joint ventures." International Business Review 9, no. 2 (April 2000): 139–62. http://dx.doi.org/10.1016/s0969-5931(99)00034-7.
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23
Shiravi, Abdolhossein, and Mahdi Abbasi Vafaei. "Joint venture and joint operating agreements in Iran: legal aspects." Journal of World Energy Law & Business 13, no. 3 (June 1, 2020): 270–81. http://dx.doi.org/10.1093/jwelb/jwaa021.
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Abstract Under current Iranian laws and regulations there is a requirement for an upstream petroleum contract to be managed by a joint venture entity and so the conclusion of a joint venture agreement (JVA) is compulsory in such petroleum projects. In this research article we first discuss the rules governing JVAs and the statutory requirements of such agreements in Iran. Then, by studying the relevant rules, we consider the advantages and disadvantages of the both unincorporated and incorporated forms of JVA and finally we discuss some of the implications of the JVA regarding tax, accounting procedures and fiduciary duties. We also consider the role played by unincorporated joint ventures and the joint operating agreement (JOA) in Iran.
24
Abdul-Aziz, A. R., and S. Y. Cha. "Patterns in strategic joint ventures of selected prominent cross-border contractors for 1999–2003." Canadian Journal of Civil Engineering 35, no. 9 (September 2008): 1009–17. http://dx.doi.org/10.1139/l08-046.
Повний текст джерелаАнотація:
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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Chernyavs'ka, Iryna. "DEVELOPMENT OF THE MODEL OF ENTERPRISE GROWTH ON THE BASIS OF TECHNOLOGY TRANSFER ACTIVATION IN THE FORM OF JOINT ENTREPRENEURSHIP." ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, no. 1(2) (June 2, 2021): 70–76. http://dx.doi.org/10.31319/2709-2879.2021iss1(2).232579pp70-76.
Повний текст джерелаАнотація:
Technology transfer is an important element in ensuring the growth of technological development and competitiveness of the modern enterprise. Joint venture as one of the specific forms of technology transfer gives participating companies the opportunity to attract significant investment, new management technologies, stimulates the production process of competitive products and facilitates technological exchange. Today, the problem of participation in various forms of joint ventures, which is an appropriate method of achieving competitive advantage through cooperation, is becoming relevant for the development of domestic enterprises. Solving problematic issues requires detailing the limitations of joint ventures and researching the areas of common interests of its subjects.
The aim of the study is to develop an effective model of intensifying technology transfer in the form of joint ventures based on the interaction of partner entities. The spheres of independent interests of the subjects of joint venture are researched and determined, the factors of guaranteed result are determined. The basis for the analysis was the scientific studies of domestic and foreign scientists on this issue. The theoretical and methodological basis of the study is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization, methods of structural and functional analysis.
The results of the study showed that the conflict of interests of the subjects of joint venture arises in situations where there is a tendency to integration and the subjects expect to get a certain guaranteed result. It has been proved that a necessary condition for ensuring mutually beneficial cooperation of individual joint ventures is the existence of a guarantee of useful results, and partnership within the joint venture is based on common interests and goals to be achieved in the results of activities and aimed at consolidating cooperation of individual participants through joint ventures. The implementation of the developed model of enterprise development based on the intensification of technology transfer, which describes the continuous changes in the process of functioning of the form of joint venture over time, can have a useful effect on its successful operation. The practical value of the model is that individual entities, regardless of their own economic policies and the nature of their interests, have a common area of compromise in which they can conduct joint ventures.
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Taufik, Muhamad. "PENERAPAN JOINT VENTURE PADA PT. X." Jurnal Utilitas 7, no. 1 (January 18, 2022): 27–31. http://dx.doi.org/10.22236/utilitas.v7i1.8303.
Повний текст джерелаАнотація:
This research aims to find out the Application of Joint ventures in PT. X. This research uses qualitative methods that are qualitatively descriptive. For data sources selected purposive sampling with the criteria of mastering or understanding the application of a Joint Venture, the number of informants was as many as 3 people. Data collection techniques using non-participatory observation techniques, interviews, documentation studies, and triangulation. The results of the study showed that cooperation between capital owners was carried out both in terms of stock capital and also the formation of a board of directors and the composition of commissioners. The contractual/agreements used in this Joint Venture are the Joint Venture Agreement and articles of association. The advice in the implementation of this Joint Venture is that there needs to be a discussion from the board of directors or commissioners in order to achieve the goals well, and the need for more socialization for business activities that are being carried out, and socialization of work implementation to be in accordance with the regulations derived from either the Joint Venture Agreement or the Articles of Association.
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Purwaningsih, Sri, and Agnes Maria Janni Widyawati. "JOINT VENTURE AGREEMENT AS A FORM OF INVESTMENT COOPERATION." JURNAL RECTUM: Tinjauan Yuridis Penanganan Tindak Pidana 5, no. 1 (January 13, 2023): 488. http://dx.doi.org/10.46930/jurnalrectum.v5i1.2714.
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According to the 1945 Constitution. The economic growth must promote equitable prosperity, high growth, and steady national stability. To achieve this goal, it is not easy, because the Indonesian people face many challenges. Ways that must be taken to extend financial development incorporate venture, utilize of innovation, increment information, move forward organizational and administration aptitudes. In this case, venture plays an imperative part. Joint Venture is a collaboration between foreign investors and foreign investors. In international business, joint ventures are used in various kinds of agreements, including joint production agreements (Corproduction Agreements), production sharing agreements (license agreements) and management contracts (Management Contracts).
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Ryu, Min Ho, Jieun Park, and Kyu Tae Kwak. "Joint Ventures between Online Portals and News Publishers: Will they be an Alternative to Symbiosis?" Sustainability 12, no. 8 (April 17, 2020): 3296. http://dx.doi.org/10.3390/su12083296.
Повний текст джерелаАнотація:
Around the world, legacy news publishers are suffering from the deep decline of revenues and face the challenge of survival. As the situation continues, conflicts between online portal and news producers are also intensifying. Under these circumstances, Naver, the biggest internet portal in Korea, and several Korean news publishers have begun to seek a new breakthrough—media joint ventures. The joint venture between online portals and news publishers is a unique collaboration model that has not been found in other countries. This study investigates the motivation of the media joint ventures and evaluates the performance. To do this, the study suggests the sustainability of media joint ventures. This model consists of five major categories of media joint ventures’ performances, based on their strategic, financial, learning, managerial, and social influence aspects. After conducting an in-depth interview of media joint ventures and a focus group interview with nine experts from the media industry and business scholarships, the study shows that the media joint ventures could be a new alternative for both portals and news publishers. However, there were some differences in the sustainability evaluation of the operating body of the joint venture and outside experts.
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Brockett, Richard. "Recent developments in joint venture jurisprudence." APPEA Journal 56, no. 1 (2016): 127. http://dx.doi.org/10.1071/aj15010.
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It is of vital importance to joint venturers and operators to understand and operate within the boundaries of their contractual framework. A number of recent cases relating to joint venture arrangements have been determined by both Federal and State courts. While each case reviewed is determined on the basis of its underlying facts and circumstances the judgments demonstrate how the courts may interpret and apply standard joint venture provisions. Importantly, the principles enunciated in these judgments may not align with how joint venturers understand their contractual arrangements. This paper reviews recent developments impacting joint ventures and identifies trends that will be relevant for the industry as a whole.
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Yu, Seon Bong. "A Study on Major Types of Foreign Direct Investment in China and Legal Considerations of Joint Venture Contracts." International Area Review 1, no. 1 (December 1997): 134–50. http://dx.doi.org/10.1177/223386599700100109.
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Since 1979 when the process of economic reforms started, foreign direct investment in China has increased dramatically as substantial legal and economic reforms have made foreign direct investment more predictable and more profitable. It is very crucial for foreign investors to select a proper type of foreign direct investment to be successful in China. Although there are a number of types of foreign investment, including companies limited by shares, most foreign investment enterprises have taken the form of joint ventures. In practice, a major consideration that most foreign investors face is how to successfully conclude a joint venture contract in conjunction particularly with antitrust issues and laws governing joint ventures. Thus, this paper examines major types of foreign direct investment, focusing on joint ventures, and also analyzes legal considerations of joint venture contracts, emphasizing their significance in foreign direct investment.
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Feltham, Ivan R. "Legal relationships among the participants and with third parties." Revue générale de droit 19, no. 4 (April 5, 2019): 821–39. http://dx.doi.org/10.7202/1058498ar.
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“Joint venture” or consortium is studied in this conference in regard to its implications in Canada and abroad. Its legal environment is analysed especially abroad where it involves two jurisdictions, domestic and foreign. In the context of project joint ventures, the relationships of the parties among themselves and with third parties are discussed in some detail. A joint or separate liability is considered. Finally, the essential criteria for a joint venture agreement are presented in order to guide the participants, with a word on business ethics.
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Seiso, Modisaotsile Patrick, Babatunde Fatai Ogunbayo, and Clinton Ohis Aigbavboa. "Joint Ventures in the South African Construction Industry: Factors Militating against Success." Buildings 13, no. 5 (May 16, 2023): 1299. http://dx.doi.org/10.3390/buildings13051299.
Повний текст джерелаАнотація:
Joint construction ventures are a global business partnership approach to accomplishing jointly executed construction objectives. The success of joint ventures is not achieved without militating factors and complexity affecting the process. This study assessed the militating factors against joint venture success in the construction industry in South Africa. A quantitative research approach was adopted, using a purposive sampling technique to select participants for this study. In total, 190 copies of the questionnaire were sent out to construction stakeholders in Gauteng province, South Africa, and 185 copies of the questionnaire were retrieved. Data analysis was conducted in three stages: data reliability and validity, descriptive statistics, and exploratory factor analysis. The exploratory factor analysis (EFA) returned seven factors that provided a relevant understanding of the militating factors against joint venture success: differences in partners’ work values, ineffective regulatory frameworks, undefined goals, clashes between partners’ cultural values, economic viability, operational constraints, and conflicts of interest. This study recommends that joint venture formulation requires due diligence from partners to understand policy, organisational culture, sharing ratios, and economic viability to avoid unnecessary conflicts of interest and operational constraints.
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Park, Seung Ho, and Dongcheol Kim. "Market valuation of joint ventures: Joint venture characteristics and wealth gains." Journal of Business Venturing 12, no. 2 (March 1997): 83–108. http://dx.doi.org/10.1016/s0883-9026(96)00036-5.
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Wiak, Joanna. "Pojęcie joint venture." Studia Prawnicze / The Legal Studies, no. 4 (196) (December 31, 2021): 129–53. http://dx.doi.org/10.37232/sp.2013.4.4.
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Marraffa Hudson, Maria. "A joint venture." Child Care 7, no. 1 (January 2010): 34. http://dx.doi.org/10.12968/chca.2010.7.1.45736.
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Schwarzberg, Abraham B., Cristina B. Alexander, Daniel J. DeAngelo, and Simon M. Helfgott. "A Joint Venture." New England Journal of Medicine 358, no. 23 (June 5, 2008): 2496–501. http://dx.doi.org/10.1056/nejmcps070565.
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Barnes, Nora Ganin. "Joint Venture Marketing." Health Marketing Quarterly 9, no. 1-2 (December 26, 1991): 23–36. http://dx.doi.org/10.1300/j026v09n01_03.
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Berthier, Anne-Lise. "Joint-venture chinoise." Biofutur 1997, no. 164 (February 1997): 40. http://dx.doi.org/10.1016/s0294-3506(97)87029-9.
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Drummond, Rebecca C., Anne Page Mosby, and Mary H. Munroe. "A Joint Venture." Collection Management 14, no. 1-2 (May 14, 1991): 59–72. http://dx.doi.org/10.1300/j105v14n01_04.
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Denegar, Craig R., William A. Pitney, and Gary B. Wilkerson. "New Joint Venture." International Journal of Athletic Therapy and Training 17, no. 1 (January 2012): 1. http://dx.doi.org/10.1123/ijatt.17.1.1.
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Jancenelle, Vivien E. "The relationship between firm resources and joint ventures: revisited." American Journal of Business 30, no. 1 (April 7, 2015): 8–21. http://dx.doi.org/10.1108/ajb-07-2014-0045.
Повний текст джерелаАнотація:
Purpose – This study is a replication of Wolff and Reed’s (2000) work. The purpose of this paper is to examine how the combination of resources brought to joint ventures influence parent-firm performance. This study is also interested in whether or not the exposure of immobile resources through the semi-transparent membrane of the joint venture can have negative effects on parent-firm performance. Design/methodology/approach – The sample consists of two-parent joint ventures formed by publicly traded US firms between 1997 and 2013. The event-study methodology is used to calculate each parent-firm’s abnormal returns. This work also uses content analysis to analyze parent-firms’ annual reports (10-K). Findings – While Wolff and Reed’s results on resource allocation within joint ventures were not statistically significant, this replication study provided strong support to the resource allocation hypothesis. It was found that intangible resource heterogeneity within a joint venture creates higher performance gains for parent-firms than tangible resource heterogeneity. This work also successfully replicated Wolff and Reed’s findings on the negative impact of immobile resources exposure on parent-firm performance. Wolff and Reed’s results on resource complementarity were, however, not successfully replicated. Originality/value – This replication study goes beyond simply showing that engaging in a joint venture strategy creates value for parent-firms. Through the use of a new content analysis method, this study was able to provide strong support for Wolff and Reed’s theory on the performance gains provided by resource heterogeneity in a joint venture setting, and to confirm the results on potential adverse performance effects of immobile resources exposure.
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Olakada, Nwoko Marshall, Akeem Adewale Bakare, Muritala Adewale Taiwo, Abass Umar Ibrahim, and Hauwa Lamino Abubakar. "JOINT VENTURE, TECHNOLOGY TRANSFER AND THE PERFORMANCE OF NIGERIAN OIL AND GAS INDUSTRY." International Journal of Professional Business Review 9, no. 3 (March 12, 2024): e04252. http://dx.doi.org/10.26668/businessreview/2024.v9i3.4252.
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Purpose: The objective of this study is to examine joint venture, technology transfer on the performance of Nigeria's oil and gas sector between 1981-2021. Theoretical Framework: It is indisputable that the Nigerian oil and gas sector is not at peak performance when compared to what is obtainable from its peers in the Organization of Petroleum Exporting Countries (OPEC) (Iheukwumere, 2021; OPEC, ASB 2020). One of the factors responsible for the abysmal performance is ineffective and incoherent technology transfer management through joint venture arrangements (Odusina, 2022). Therefore, there is a need to empirically investigate the impact of joint venture arrangements on Nigeria's oil and gas sector production which lacks sufficient research. Methodology: The ex-post facto design was used where data were collected through secondary sources on the aggregate output of the joint venture companies and the total yearly output of the upstream sector of Nigeria’s oil and gas industry represented the performance of the Nigerian oil and gas sector in the period 1980 to 2021. The collected data were analyzed using the Quantile Autoregressive Distributed Lag (QARDL) approach to test for short and long-run impacts. Findings: The study revealed that there is a significant impact of joint venture arrangements on oil and gas production in both the short run and long run. Research, Practical & Social Implication: The study therefore recommends that policymakers and industry stakeholders should carefully evaluate the terms and conditions of joint ventures to ensure their alignment with the goals of maximizing oil and gas production. Originality/Value: The use of joint venture as a proxy for technology transfer in the production of oil and gas in Nigeria and use of secondary data between 1980-2021 for joint ventures is an eye-opener for further exploration of the study areas in oil and gas production management, particularly in the area of technology transfer, which lacks sufficient research.
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Meyers, Roger. "Risky Ventures: The Impact of IRS Health Care Joint Venture Policy." University of Michigan Journal of Law Reform, no. 42.2 (2009): 481. http://dx.doi.org/10.36646/mjlr.42.2.risky.
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IRS oversight of joint ventures between exempt and for-profit organizations has undergone substantial change over the past thirty years. This change has important consequences for the health care industry, where joint ventures have grown increasingly common. In the face of unclear guidance and aggressive enforcement of exemption-policing tools such as the private benefit doctrine and the control test, a hospital risks revocation of its tax-exempt status, or liability for unrelated business income tax, when it engages in a joint venture directly. It may be able to eliminate this risk by operating the same joint venture through a for-profit subsidiary; however, such a structure may be less constrained to serve a charitable mission. Thus, the Service's approach to policing tax-exempt status creates incentives to structure joint ventures in a way that may ultimately reduce charitable care. This Note argues that such incentives are undesirable and avoidable, and proposes several reforms that would help to eliminate them.
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Jacobson, Carol K. "A Conceptual Framework for Evaluating Joint Venture Opportunities between Hospitals and Physicians." Health Services Management Research 2, no. 3 (November 1989): 204–12. http://dx.doi.org/10.1177/095148488900200304.
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A Conceptual Framework for Evaluating Joint Venture Opportunities Between Hospitals and Physicians This paper reviews the changes in the competitive and regulatory environment and examines the impact of those changes on the relationships between hospitals and physicians. Transaction cost economics (TCE) provides a conceptual framework for examining the emergence of closer linkages between hospitals and physicians than the traditional independent hospital and medical staff organisations. TCE predicts that as investments in support of transactions become more specialised, closer linkages are more efficient. To illustrate, two case studies of successful hospital-physician joint ventures are presented. The first case study describes a joint venture between hospitals and physicians to purchase durable medical equipment. The second case describes the breakdown of an informal arrangement and the subsequent formation of a joint venture to organise a clinical programme. The discussion reports the rationale for choosing these structural arrangements and their key features, pointing out how TCE would account for the decision to establish a joint venture. The conclusion discusses the implications of this argument for the strategic decisions of health care managers.
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Bach, Albrecht. "Gemeinschaftsunternehmen nach dem „Ost-Fleisch“ Beschluss des BGH." Zeitschrift für Wettbewerbsrecht 1, no. 2 (May 1, 2003): 187–99. http://dx.doi.org/10.15375/zwer-2003-0204.
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Abstract The annotated decision is a landmark case on joint ventures under German competition law. The court confirmed that rules on merger control and on the prohibition of anti-competitive behaviour are two separate sets of rules which might both apply to joint ventures. Joint ventures are therefore submitted to a two stage test under sections 1 and 36 et seq. GWB as long as they are cooperative in nature. The distinction between cooperative and concentrative joint ventures is regarded to be a "helpful tool" to limit the scope of application of section 1 GWB (prohibition of anti-competitive behaviour). For practical purposes the BGH considers section 1 GWB to be blocked by the rules on merger control if a joint venture' is concentrative. The BGH’s definition of concentrative joint ventures uses criteria similar to those applied in the Commission's 1994 notice on concentrative and cooperative joint ventures. The court rightly held that the joint ventures autonomy is not material for distinguishing cooperative and concentrative joint ventures. In the present case, the parents were actual competitors in the product and geographical markets of the joint ventures under formation. It was therefore likely that competition between the parents would be reduced. Nevertheless, the court is criticized for relying only on the cost reduction intended by the parents to deduce their interest in coordinating competitive behaviour. Possible use of the joint venture as a device for coordination was held to be sufficient to constitute an infringement of section 1 GWB.The decision raised specific procedural questions as the court of appeal had issued separate decisions dealing with the respective application of merger control rules and the prohibition of cartels. The BGH held that a decision prohibiting the joint venture on both grounds could not form the object of separate court decisions. Actual german competition rules do not provide for both sets of rules to be applied in the same proceedings. However, under Regulation 1/2003 the Bundeskartellamt will be forced to apply Article 81 EC and German merger control rules simultaneously within the time frame for merger cases. The current reform of german competition law should provide for simultaneous application in purely national cases as well.
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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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Agarwal, Sanjeev. "Socio-Cultural Distance and the Choice of Joint Ventures: A Contingency Perspective." Journal of International Marketing 2, no. 2 (June 1994): 63–80. http://dx.doi.org/10.1177/1069031x9400200205.
Повний текст джерелаАнотація:
It is widely believed that firms choose joint venture forms overseas when confronted with high socio-cultural distance. However, the probability of choosing the joint venture form is expected to be moderated by the firm-specific characteristics of the investing firm as well as country-specific characteristics of the country of investment. This study examines the moderating role of some firm- and country-specific factors on a firm's choice of joint venture form in response to socio-cultural distance. The firm-specific factors examined in this study include size, multinationality, and technological intensity; and the country-specific factors examined in this study include country risk and market potential. Recent data from a sample of U.S. manufacturing firms is used to test the contingency hypotheses. Results indicate the usefulness of the contingency approach for modeling choice of joint ventures.
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Wild, John J., Jonathan M. Wild, and Kenneth L. Wild. "Managerial Incentives and the Valuation of International Joint Venture Formation." Journal of Accounting, Business and Finance Research 15, no. 2 (December 1, 2022): 73–82. http://dx.doi.org/10.55217/102.v15i2.576.
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Strategic management decisions and actions involving international joint venture formations are significant to many firms and have major economic consequences. Previous empirical evidence on the effects of joint venture formation announcements on shareholder wealth reveals that firm value is more often positively impacted. However, many previous analyses of shareholder wealth from joint venture formations do not fully explore cross-sectional differences in managerial incentives to pursue these international investments. The primary purpose of this study is to exploit these cross-sectional differences using agency theory to explain managerial behavior and subsequent shareholder effects. This study capitalizes on agency theory’s notion that managers are not necessarily motivated solely by the maximization of firm value, but instead are interested in maximizing their own utility. The study’s findings are consistent with agency theoretic hypotheses based on a broad cross-section of international joint ventures. Results demonstrate that shareholder returns to international joint venture formation exhibit considerable variability and, importantly, are at least partially explained by cross-sectional differences in agency incentives. Specifically, returns to shareholders are positively related to the level of managerial ownership and inversely related to the level of free cash flow. Moreover, a positive relation is found between shareholder returns and the joint interaction between leverage and free cash flow. These findings indicate that the effect of international joint venture formation on shareholder value is not uniform and, more importantly is at least partly influenced by managers’ agency incentives.
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Schut, Gertjan, and Ruud van Frederikslust. "Shareholders Wealth Effects of Joint Venture Strategies." Multinational Finance Journal 8, no. 3/4 (December 1, 2004): 211–25. http://dx.doi.org/10.17578/8-3/4-3.
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Steedman, Brent. "How to avoid aches and pains in your joint ventures." APPEA Journal 56, no. 2 (2016): 559. http://dx.doi.org/10.1071/aj15065.
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The Australian oil and gas industry is in a period of substantial challenges, including a significant decline in oil prices, fluctuating spot gas prices, a relentless drive for operating efficiency, and tight capital allocation, together with increased regulatory scrutiny and a reputation for below-standards productivity. On the upside, these market challenges provide significant opportunities for companies to bring in new investors, implement new operating models, apply innovation to update processes and practices, and restructure activities. Making material step-changes, requires companies to review, amend, and update joint venture operating agreements (JVOAs). KPMG has worked with many of Australia’s leading oil and gas companies on a range of joint venture engagements. This extended abstract outlines why JVOAs need to be reviewed with respect to the following key opportunities and challenges: Fast-changing global business operating models. Available cost savings by eliminating inconsistent management and operating models between joint ventures. Planning for potential restructuring, including separation of infrastructure (e.g. plants, pipelines, support) from reserve ownership. Sharing of services (e.g. maintenance and logistics) between unrelated joint ventures. Transparency of costs and asset performance. Improved joint venture governance (not more or over-governance) between participants to attract investment. Effective resourcing, noting the right transition of capabilities between deal-makers and joint venture operators. With this extended abstract the authors aim to provide ideas for consideration. Each of these ideas will impact JVOAs. The authors’ proposition is that now is the right time to complete a comprehensive review of JVOAs to enable organisations to move fast as new and innovative opportunities arise.