The Characteristics and Performance of Korean Joint Ventures in LDCS

Lee, Chol; Beamish, Paul W.

doi:10.1057/palgrave.jibs.8490190

Cited by 173 publications

(130 citation statements)

References 24 publications

Supporting

Mentioning

113

Contrasting

Unclassified

Order By: Relevance

“…Beamish (2000) countries, where greater need between partners resulted in greater satisfaction with venture outcomes (Lee and Beamish, 1995). In this study, inaccessibility to suitable distribution channels, inadequate access to capital resources and raw materials, a lack of knowledge of Thai business practices and inadequate transference of up-to-date technology resulted in increased levels of inter-party conflict between the IJV partners.…”

Section: Discussionmentioning

confidence: 83%

“…The knowledge of Thai business practices by at least one of the foreign partners and the transference of much needed new technology was drawn from Blodgett (1991). Lee and Beamish (1995). These items measured the commitment to the IJV by the foreign parent and the IJV partners' capital and resource contributions.…”

Section: Methodsmentioning

confidence: 99%

“…Other IJV scholars (e.g., Hebert, 1994;Lee and Beamish, 1995) have also demonstrated the importance of trying to minimise inter-party IJV conflict for IJV success. Furthermore, Schaan and Beamish (1988) previously observed that lack of conflict was one of the measures of success used by IJV General Managers.…”

Section: Joint Venture Conflict Pg 7 Of 33mentioning

confidence: 99%

“…The key antecedents being reviewed include partners' needs, commitment and control (Fey and Beamish, 20000;Lee and Beamish, 1995). As far as partners' needs are concerned, previous studies have shown that JVs are created for different reasons in developed and developing countries.…”

Section: Joint Venture Conflict Pg 7 Of 33mentioning

confidence: 99%

“…Several researchers have examined the impact of partner needs in JV relationships. For example, Lee and Beamish (1995) demonstrated a pattern that managers in high-performing ventures looked to their local partners for greater contributions than did managers in low-performing ventures.…”

Section: Joint Venture Conflict Pg 7 Of 33mentioning

confidence: 99%

See 4 more Smart Citations

Joint Venture Conflict: The Case of Thai International Joint Ventures

Julian

2008

Journal of Asia-Pacific Business

View full text Add to dashboard Cite

International Joint Ventures (IJVs) have become an important means of market entry for many firms, particularly those seeking entry into Asia (Lin and Germain, 1999).As such, it is important to understand what causes some IJVs to fail and others to succeed. This study examines the relationship between partners' needs, commitment, control and conflict between the IJV partners in a developing country of South East Asia. The findings revealed that IJV inter-party conflict was significantly influenced by all three variables, namely, partners' needs, commitment and control thereby providing support for previous research in a different national setting.

show abstract

Section: Discussionmentioning

confidence: 83%

Section: Methodsmentioning

confidence: 99%

Section: Joint Venture Conflict Pg 7 Of 33mentioning

confidence: 99%

Section: Joint Venture Conflict Pg 7 Of 33mentioning

confidence: 99%

Section: Joint Venture Conflict Pg 7 Of 33mentioning

confidence: 99%

See 3 more Smart Citations

Joint Venture Conflict: The Case of Thai International Joint Ventures

Julian

2008

Journal of Asia-Pacific Business

View full text Add to dashboard Cite

show abstract

References

2017

The Blackwell Handbook of Cross‐Cultural Management

View full text Add to dashboard Cite

Negotiating alliances in emerging markets—Do partners' contributions matter?

Mattos

Sanderson

Ghauri

2002

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

Executive SummaryThis article explores a "tool" that may be used for the informal phase of negotiations of alliances in emerging markets. Four different partner perspectives of the partners of an alliance are analyzed: how the foreign investor views his own contributions to the venture, how the foreign investor views the local partner's contributions, how the local partner views his own contributions, and how the local partner views the contributions of the proposed foreign investor. Three categories of differences in perception are identified. These four perspectives and three categories are discussed using the appropriate research findings from relevant literature. The article discusses the implications for business negotiations of the identified perceptual conflicts for international business practitioners, researchers, and policy makers. Emerging markets (in particular, in Latin America and Asia) are expected to show a strong technology-driven growth at the start of the millennium. the alliance

show abstract

The Characteristics and Performance of Korean Joint Ventures in LDCS

Cited by 173 publications

References 24 publications

Joint Venture Conflict: The Case of Thai International Joint Ventures

Joint Venture Conflict: The Case of Thai International Joint Ventures

References

Negotiating alliances in emerging markets—Do partners' contributions matter?

Contact Info

Product

Resources

About