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Multinational joint ventures in developing countries / / Paul W. Beamish
| Multinational joint ventures in developing countries / / Paul W. Beamish |
| Autore | Beamish Paul W. <1953-, > |
| Pubbl/distr/stampa | Abingdon, Oxon : , : Routledge, , 2013 |
| Descrizione fisica | 1 online resource (158 p.) |
| Disciplina | 338.8881724 |
| Collana | Routledge library editions : international business |
| Soggetto topico |
International business enterprises - Developing countries
Joint ventures - Developing countries |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-283-94198-8
0-203-07793-8 1-135-13485-5 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Front 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
3.2 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 5.6 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 7. 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 |
| Record Nr. | UNINA-9910462800903321 |
Beamish Paul W. <1953-, >
|
||
| Abingdon, Oxon : , : Routledge, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Multinational joint ventures in developing countries / / Paul W. Beamish
| Multinational joint ventures in developing countries / / Paul W. Beamish |
| Autore | Beamish Paul W. <1953-, > |
| Pubbl/distr/stampa | Abingdon, Oxon : , : Routledge, , 2013 |
| Descrizione fisica | 1 online resource (xii, 145 pages) |
| Disciplina | 338.8881724 |
| Collana | Routledge library editions : international business |
| Soggetto topico |
International business enterprises - Developing countries
Joint ventures - Developing countries |
| ISBN |
1-283-94198-8
0-203-07793-8 1-135-13485-5 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Front 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
3.2 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 5.6 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 7. 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 |
| Record Nr. | UNINA-9910786082203321 |
|
Beamish Paul W. <1953-, >
|
||
| Abingdon, Oxon : , : Routledge, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Multinational joint ventures in developing countries / / Paul W. Beamish
| Multinational joint ventures in developing countries / / Paul W. Beamish |
| Autore | Beamish Paul W. <1953-, > |
| Pubbl/distr/stampa | Abingdon, Oxon : , : Routledge, , 2013 |
| Descrizione fisica | 1 online resource (xii, 145 pages) |
| Disciplina | 338.8881724 |
| Collana | Routledge library editions : international business |
| Soggetto topico |
International business enterprises - Developing countries
Joint ventures - Developing countries |
| ISBN |
1-283-94198-8
0-203-07793-8 1-135-13485-5 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Front 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
3.2 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 5.6 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 7. 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 |
| Record Nr. | UNINA-9910828670503321 |
|
Beamish Paul W. <1953-, >
|
||
| Abingdon, Oxon : , : Routledge, , 2013 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||