LEADER 04341oam 2200517 450 001 9910828670503321 005 20240131143150.0 010 $a1-283-94198-8 010 $a0-203-07793-8 010 $a1-135-13485-5 024 7 $a10.4324/9780203077931 035 $a(OCoLC)828735330 035 $a(MiFhGG)GVRL8PPT 035 $a(EXLCZ)992670000000315484 100 $a20140820d2013 uy 0 101 0 $aeng 135 $aurun|---uuuua 181 $ctxt 182 $cc 183 $acr 200 10$aMultinational joint ventures in developing countries /$fPaul W. Beamish 210 1$aAbingdon, Oxon :$cRoutledge,$d2013. 215 $a1 online resource (xii, 145 pages) 225 0 $aRoutledge library editions : international business ;$vv. 4 300 $aFirst published in 1988 by Routledge. 311 $a1-138-00781-1 311 $a0-415-63915-8 320 $aIncludes bibliographical references and index. 327 $aFront Cover; Multinational Joint Ventures in Developing Countries; Copyright Page; Contents; List of Tables; Preface; 1.Introduction; 1.1Importance of Joint Ventures; 1.2Key Variables; 1.3 Overview of Conclusions; 1.4Methodology; 2. Characteristics of Joint Ventures; 2.1 Developed Versus Developing Countries; 2.2Venture-creation Rationales; 2.3 Stability; 2.4 Performance; 2.5 Frequency of Government Partners; 2.6 Ownership; 2.7 Ownership-control Relationship; 2.8 Control-performance Relationship; 2.9 Conclusion; 3. Partner Selection and Performance; 3.1 Introduction 327 $a3.2 Partner Need: Literature and Measures3.3 Partner Need: Analysis and Relationship toPerformance; 3.4 Time Dimension of Partner Need; 3.5 Aggregate Partner Contributions; 3.6 Conclusion; 4. Commitment; 4.1 Introduction; 4.2 Rationale for Commitment; 4.3 Definition of Commitment; 4.4 Results; 4.5 Discussion; 4.6 Commitment Summary; 4.7 Conclusions; 5. A Management Guideline for Joint Ventures inDeveloping Countries; 5.1 Introduction; 5.2 The Joint Venture Process; 5.3 The Decision to Form the Venture; 5.4 Assessing the Company as a Joint Venturer; 5.5 Selecting a Partner 327 $a5.6 Mutual Need and Commitment5.7 Designing the Venture; 5.8 Ongoing Management and Relationship; 5.9 Cases in Contrast: Success and Failure; 5.10 Investing in LDCs Using the Joint-VentureOrganisation Form; 5.11 Selecting a Partner; 5.12 Designing the Venture; 5.13 Major Differences; 6. Joint Venture General Managers; 6.1 Methodology; 6.2 What Makes It Difficult To Manage a JointVenture in an LDC?; 6.3 Managing in an Environment Constrainedby Parent Company Control Practices; 6.4 How Do JVGMs Respond To Those Challenges?; 6.5 Implications; 6.6 Conclusion 327 $a7. Equity Joint Ventures and the Theory of theMultinational Enterprise7.1 The Theory of Internalisation; 7.2 Joint Ventures and Internalisation Theory; 7.3 Empirical Evidence; 7.4 Local Knowledge and Performance; 7.5 Conclusions; 8. Investing in China via Joint Ventures; 8.1 Introduction; 8.2 Need for 'Hard' Data on China; 8.3 Analysis; 8.4 Conclusion; 9.Joint Ventures in China: Legal Implications; 9.1 Introduction; 9.2 The Implementing Regulations; 9.3 Conclusion; Appendix 1: Partial List of Firms Contacted; Appendix 2: Management Case Studies of Joint Venturesin LDCs; Bibliography; Index 330 $aThis book examines how joint ventures work in practice. Drawing on extensive personal experience and using case study examples where appropriate the author analyses the various stages, discusses the problems of partner selection, implementation and control and points out the various benefits and pitfalls. He draws out the implications for improving practice and discusses how the experience of joint ventures affects the theory of the multinational enterprise. 410 0$aRoutledge library editions.$pInternational business ;$vv. 4. 606 $aInternational business enterprises$zDeveloping countries 606 $aJoint ventures$zDeveloping countries 615 0$aInternational business enterprises 615 0$aJoint ventures 676 $a338.8881724 700 $aBeamish$b Paul W.$f1953-,$0114499 801 0$bMiFhGG 801 1$bMiFhGG 906 $aBOOK 912 $a9910828670503321 996 $aMultinational joint ventures in developing countries$9418488 997 $aUNINA