Selecting management talent for joint ventures: A suggested framework

Multicriteria Selection of Project Managers by Applying Grey Criteria / Projektų Valdytojo Parinkimo Daugiatikslio Vertinimo Modelis

“…Personal skill (Lorda and Brown 2001;El-Sabaa 2001) is used to connote the ability of a project manager to work effectively as a group member and to build a cooperative effort within the team he leads. Personal skill includes political and cross-cultural management skills (Adobor 2004;Ogunlana et al 2002), that equates political behaviour with self-interested behaviour. The political model in organizations is conceptualized as coalitions accept, and political activity may actually be beneficial for decision making (Ogunlana et al 2002).…”

“…Leadership includes items like individual influence, integrity, strategic leadership, teamwork and collaboration, communication and tenacity (Collins 1998). Team members are characterized by an understanding of the need for cooperation and emphasis on listening to people and by the motivation of the staff, individual approach (Adobor 2004;Tafel and Alas 2007), etc. Championing is positively associated with the use of influence tactics and transformational leadership, such as the higher the championing ability of a manager, the greater the likelihood that he or she will be effective in the role (Ogunlana et al 2002).…”

“…These include an excellent understanding the business (Adobor 2004), an ability to hire, train, and motivate other employees. In addition, managers need to be flexible, cooperative, and open to opposing viewpoints.…”

Market growth through mergers and acquisitions: The role of the relationship marketing manager in sustaining performance

“…These managers include key account managers, supply chain managers, and nearly any manager who is involved in building, growing, and maintaining interorganizational exchange relationships in a marketing environment (Seshadri & Mishra, 2004). Despite the importance of the RMMs in maintaining post-acquisition interorganizational relationships, much of the existing research on mergers and acquisitions has specifically focused on the top management teams rather than those fostering and cementing relationships (Hubbard & Purcell, 2001;Adobor, 2004;BijlsmaFrnakema, 2004;Walsh & Koznick, 1993;Cannella & Hambrick, 1993). Use of mergers and acquisitions as a market growth strategy suggests that the marketing human resources of the target firm are valuable assets due to the importance of long-term growth through consistency.…”

Technology Transfer Through Joint Ventures in the Aviation MRO Industry: The Case of Turkish Technic

“…There are several studies and conceptual method proposals about joint ventures for specific areas, such as: partner selection (Hajidmitriou and Georgiou 2002;Luo 1998), control in joint ventures (Yan and Gray 2001;Tez€ olmez and G€ okşen 2007), selecting management talents for joint ventures (Adobor 2004), and framework proposals for joint venture negotiations (Luo 1999). However, there is no study on a strategic method that will include all the steps for joint venture establishment that involves technology transfer.…”