Successful joint ventures in the heart of the dragon

Martinsons, Maris G.; Tseng, Choo-sin

doi:10.1016/0024-6301(95)00037-j

Cited by 22 publications

(16 citation statements)

References 17 publications

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“…Barney (1991, p. 110) has noted that a firm's resources may constitute ‘a very complex social phenomenon’, which includes external relations with suppliers and customers, as well as internal relations. External transactions can in China be a source of major uncertainty (Boisot and Child, 1999; Martinsons and Tseng, 1995). Parent companies may therefore favour direct supply to their joint ventures so as to ensure quality, technical integrity and reliable delivery.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Predicting the Performance of International Joint Ventures: An Investigation in China*

Child

Yan

2003

J Management Studies

149

105

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 Organizational learning, resourcing and control have been identified in the literature as potential firm-level influences on the performance of international joint ventures (IJVs). The study reported here examines the impact of these factors on the performance of Sino-foreign IJVs. Their performance is assessed in terms of both 'goal' and 'system' criteria. The hypothesized performance determinants are found to be more strongly associated with variance in system performance than in goal performance. The main performance predictors are the parent companies' experience with international business and joint ventures, and the quality of resources they provide to the joint ventures in respect of capital investment, new facilities and operational inputs. When good quality resourcing is provided, the sharing of control with local partners also predicts higher IJV performance. The performance effects of these factors appears to be cumulative, implying that further research should examine them together rather than singularly.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Predicting the Performance of International Joint Ventures: An Investigation in China*

Child

Yan

2003

J Management Studies

149

105

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“…The results of this internal interaction could either be constructive (positive sign) or destructive (negative sign) to the JV's overall performance. Hence, the integrity and attributes of the partners are especially crucial, necessitating due attention and proper scrutiny (Martinsons and Tseng 1995;IE Singapore et al 2003;IE Singapore 2004;Ling et al 2006).…”

Section: S$ Billionmentioning

confidence: 99%

“…• Different mindset (Martinsons and Tseng 1995;IE Singapore 2004;Pereira 2003;Ling et al 2006): They are used to their own ways of working, which may differ from Singapore counterparts • Resistance to change (Sing 1994): They are used to old ways of doing things, as that had proved to be no problems in the past.…”

Section: Potential Challengesmentioning

confidence: 99%

“…• Exaggerated value of contribution (Martinsons and Tseng 1995;Pereira 2003): Their valuation of land could be inflated and can hardly be verified.…”

Section: Potential Challengesmentioning

confidence: 99%

“…• Lack of quality sourcing (Martinsons and Tseng 1995;IE Singapore 2004): In certain markets like India, Singapore contractors may be unable to source for quality construction materials as their supply chain is still developing. • Client trustworthiness and creditworthiness (Wang et al 2004): This is the greatest worry for most Singapore contractors-whether they can receive their interim payments on time to continue operation.…”

Section: Challenges At External Levelmentioning

confidence: 99%

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Problems of overseas ventures for Singapore construction SMEs

Wong¹

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First of all, I would like to express my sincere gratitude to my supervisor, Associate Professor David Chew, for all the guidance and support he has given me throughout this period of time. I am really indebted to all his encouragement and effort that has meant a lot to me in my academic growth. Secondly, I would like to thank Geoffrey Tay, from BCA, for assisting me to arrange for the interviews with the industrial practitioners. Without his assistance, this report would not be so fruitful on in-depth understanding of the current problems facing Singapore contractors overseas. Equally important, I would like to thank all the interviewees who represented the eight companies for sparing their precious time to share their valuable views with us. I deeply appreciated the information provided and their hospitality which makes this research possible. Last but not least, I would like to thank many others who have contributed in various ways to this research and it is regretted that limitation of space does not allow for individual mentioning herein.

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Managing Sino-French Joint Ventures in the Chinese Market: Performance Implications

Zhong-yu¹

2001

The Changing Economic Environment in Asia

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Successful joint ventures in the heart of the dragon

Cited by 22 publications

References 17 publications

Predicting the Performance of International Joint Ventures: An Investigation in China*

Predicting the Performance of International Joint Ventures: An Investigation in China*

Problems of overseas ventures for Singapore construction SMEs

Managing Sino-French Joint Ventures in the Chinese Market: Performance Implications

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