## Abstract Large gaps appear to exist between the evolving corporate governance practices of organizations and those of international joint ventures (IJVs). Some of these gaps might well be appropriate given some of the unique features of IJVs, while others might require new consideration and atte
Learning to manage international joint ventures
β Scribed by Keith W. Glaister; Rumy Husan; Peter J. Buckley
- Publisher
- Elsevier Science
- Year
- 2003
- Tongue
- English
- Weight
- 147 KB
- Volume
- 12
- Category
- Article
- ISSN
- 0969-5931
No coin nor oath required. For personal study only.
β¦ Synopsis
This paper identifies the key lessons of managing international joint ventures (IJVs) from the perspectives of IJV experienced partners and managers. The study adopts a multi-method personal interview and self-administered questionnaire approach to identify the major management lessons. Broadly, the response categories are grouped into three distinct areas of learning:
(1) the management of the IJV formation process; (2) management of the boundary relationship between partners; and (3) the management of the operation of the IJV. The paper elucidates the lessons regarding these three areas of IJV management and provides a set of propositions for future research.
π SIMILAR VOLUMES
This paper investigates the importance of firms forming joint ventures having similar organizational climates such that the chances of inter-party conflict arising will be minimized. The study is based on 40 Russian international joint ventures (IJVs) and has both qualitative and quantitative elemen
Joint venture as a form of business cooperation is a valid alternative for acquiring external knowledge and particularly so when it is unavailable on the market. Joint venture constitutes an interesting instrument for learning in firms that belong to high technology sectors; it not only enables acce