What to Know before Entering the Great China?—A Foreign Investors’ Perspective!

Kazmi, Syeda Asiya Zenab; Naaranoja, Marja; Takala, Josu

doi:10.4236/ajibm.2013.36063

Cited by 3 publications

(2 citation statements)

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“…The compatibility of organizational structures and processes promotes the cooperation, mutual understanding, and integration of functions among alliance partners in an IJV, and incompatibilities are likely to result in incongruities requiring investment of time, resources, and costs to bridge the gaps for effective working on IJV (Kazmi et al, ). This is supported by DiMaggio and Powell (, pp.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Such a situation translates adversely into work routines of IJVs, as although they may have full autonomy in decision making, they will still be dependent on the structures and procedures of the alliance firms for information processing and communication. Therefore, the degree of similarity between the alliances partners' structures and the processes would have a positive influence on the success and effective cooperation in an IJV (Kazmi, Naaranoja, & Takala, ).…”

Section: Literature Reviewmentioning

confidence: 99%

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New product development processes and knowledge transfer in automotive projects: An empirical study

Lee

Ram

2018

Knowl Process Manag

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We report on the process management of a new product development project in Renault Samsung Motors, Inc., which is an international joint venture between Renault and Samsung, and also a part of strategic alliance between Renault and Nissan. The data collected from multiple sources were analyzed using qualitative analysis techniques. The findings show that (a) companies entering into concurrent technology/knowledge transfer by sharing platforms should consider their organizational capabilities carefully before introducing platforms from partner companies. Nevertheless, a company does not have to lower its standard in choosing a platform in order to match its underdeveloped organizational capabilities. Rather, customer expectations and market requirements should be the basis of selecting a platform to be introduced, and (b) developing a similar project organization structure and processes in a strategic alliance is effective in building trust and improving knowledge sharing/transfer between firms and between functions. The study contributes to development of two areas of management theory: (1) management of knowledge, and (2) expertise transfer in alliance/international business new product development projects and intricacies involved in it. Managerially, the implications are that the ownership and control of an international joint venture have a deep impact on the management of organization structure and processes. In turn, these may promote or inhibit effective cooperation and knowledge transfer between partner companies and their functions.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%