Social capital and human resource management in international joint ventures in Vietnam: a perspective from a transitional economy

This study highlights the importance of social capital in international joint ventures (IJVs), and examines human resource practices as a factor shaping such social capital. Comprehensive measures of social capital are developed and tested, which extend prior work on ‘bonding’ and ‘bridging’ social capital. We also link social capital with its anticipated antecedents and consequences. The study's findings are based on data collected from 164 IJVs located in Vietnam. IJV performance was predicted by training and by the level of trust and cooperation between foreign and local personnel. Training (including acquisition of management skills, technology, and cross-cultural understanding) also was predictive of the measures of social capital. A key practical implication arising from this study is that the return on investment from training of joint venture personnel can stem not only from the transfer of technical and management skills needed for developing competitive advantage, but also from the positive impact on social capital, which further contributes to venture success. The establishment of written objectives and plans for the venture, as well as the IJV's level of control regarding its own HR functions also was found to be related to some components of social capital. The findings of this study reinforce the call to build on the contributions of local personnel in joint ventures, and in Vietnam in particular.     

Management of Sino-Sino Joint Ventures

Abstract

Since China's implementation of its open-door policy in 1979, the most effective way to obtain a foothold has proved to be to create joint ventures (JV) with a Chinese business partner. The foreign partner provides the transfer of technology, management skills, financing and access to international markets, whilst the Chinese partner contributes a production base with cheap land and labor, contacts with central and local government officials and access to the domestic Chinese market. The Chinese economy has benefited to a large extent from the creation of joint ventures in the past two decades. Hong Kong firms have used China as a production base for many years, usually with great success and to the mutual benefit of both. However, although Hong Kong firms had considerable experiences in running business and manufacturing operations in China, several have suffered substantially from their investment in joint ventures with Chinese partners. This paper evaluates various issues relating to the performance of equity joint ventures in China. The evaluation is based on a case study of four Sino-Hong Kong joint venture manufacturing firms in the electronics industry, and the findings of this paper indicate that there are number of important factors affecting the stability of joint ventures in China. Foreign investors' experiences in other areas may not be applicable to their investment in China because the operation of a joint venture in China is inevitably faced with a variety of problems that the foreign firms may not have encountered before.     

后合资时代中国汽车内资企业战略分析与对策

在"以市场换技术"为特征的合资时代,中国汽车内资企业依托国内庞大的市场,通过中外合资企业的技术扩散和溢出效应,在中国市场上扮演着越来越重要的打造自主品牌的角色,日益成为中国"以市场换技术"的真正主体。中国汽车产业后合资时代显现出与"合资时代"显著不同的新特征,如政府政策转向支持自主创新、内资企业与合资企业从"错位经营"转向正面竞争、企业战略重点从国内市场转向统筹国际国内两个市场、企业创新路径从"以市场换技术"转向融入全球创新体系等。面对中国汽车内资企业内外部环境诸多新的机遇与挑战,本文提出中国汽车内资企业在后合资时代发展的对策和建议。     

知识转移管理：中欧合资企业的关键成功因素

如何正确应对中西方文化差异,实施成功的知识转移管理是在华中欧合资企业面临的主要难题。论文在明确定义合资企业及其绩效、知识与知识转移等概念的基础上,指出知识转移是中欧合资企业获得成功的关键因素。同时,论文还阐述了合资企业治理框架下知识转移的复杂性。最后,提出中欧合资企业实施有效的知识转移管理的要点。     

Corporate entrepreneurship through joint venture

One of the characteristics of the entrepreneurial firm is the active search for opportunities without taking into account the resources available to the firm at a given moment. In such cases, certain types of operation, such as a joint venture, may provide a quick solution to the resource needs of the entrepreneurial firm. Moreover, this form of cooperation offers a suitable context for partners to be able to learn specific knowledge pertaining, for example, to the country of origin of the market they are aiming to enter, or to learning particular activities etc. Bearing these two dimensions in mind, the objective of this paper is to analyze the role of the joint venture as a tool for undertaking different activities associated with Corporate Entrepreneurship, that is to say, strategic renewal, Corporate Venturing and innovation. An empirical study using a sample of 74 joint ventures suggests that this particular mode of cooperation is employed by the entrepreneurial firm to carry out some, though not all, of the activities associated with Corporate Entrepreneurship.     

Growth opportunities,corporate governance and the market value of multinational joint ventures

This paper examines whether differences in investment opportunities and corporate ownership structure can explain the disparate findings of other researchers with regard to the market's price reaction to the announcement of international joint ventures. We study a sample of 320 joint ventures announced during the period 1987–92. The sample joint ventures involve at least one US partner and one or more international partners from emerging economies (former communist countries in Eastern Europe and China), as well as industrialized G7 countries. We find that international joint ventures are on average wealth creating when the foreign partner comes from an emerging economy but are wealth neutral when the partner is from an industrialized country. This finding supports the investment opportunity set hypothesis. However, we do not find support for the shareholder-management alignment hypothesis in that higher insider holdings or a greater level of outsiders on the board for the US partner will lead to joint venture investments that are more highly valued by investors, other things remaining the same. © 1998 John Wiley & Sons, Ltd.     

Learning Through Joint Ventures: A Framework Of Knowledge Acquisition

Joint ventures (JVs) are becoming an increasingly important organizational form in international business. When JVs are formed, valuable learning opportunities may be created for the venture partners. The primary objective in this paper is to explore the conditions under which firms exploit JV learning opportunities through the acquisition of knowledge. A framework of knowledge acquisition by JV partner firms is proposed. Using JV partner organizations as the primary level of analysis, the paper identifies various factors that influence the acquisition of learning, its value to the learning organization, and the migration of knowledge from the JV to the parent. Two firm specific learning-based concepts are developed: alliance knowledge accessibility and knowledge acquisition effectiveness.     

The importance of surrogate entrepreneurship for incubated Swedish technology ventures

Universities and incubators that are more experienced in venture creation have been found to appoint surrogate entrepreneurs as one way to improve entrepreneurial team formation. However, it is not known how such intervention into the core of a venture affects performance. This article investigates the impact of surrogate entrepreneurs on technology ventures stemming from leading Swedish university incubators. From a total of 170 ventures incorporated 1995–2005, belonging to 16 incubators, 59 ventures (35%) have received incubator help to recruit a surrogate entrepreneur. Swedish surrogate ventures perform significantly better in terms of growth and revenue compared to non-surrogates. Significantly higher performance of surrogates is also found in the subgroup academic technology ventures as well as the largest technology subgroup of information and communication technology (ICT) ventures. These findings in combination with a case study of the most productive incubation environment are used to propose future research and policy regarding university incubators intervening into entrepreneurial team formation in different ways.     

Joint ventures for entry deterrence

The literature of joint ventures has not discussed whether joint ventures may be used to deter entry. This paper then addresses how joint ventures may be used strategically for this purpose. Under the assumptions of linear demand and linear cost, as well as Stackelberg–Cournot interactions between incumbents and their joint venture firms, it is found that the incumbents can deter entry by creating independent joint ventures. Furthermore, it is shown that the optimal number of the joint ventures for the deterrence and the optimal deterrence strategies are functions of the number of potential entrants. Copyright © 1999 John Wiley & Sons, Ltd.     

International joint ventures: Theoretical considerations

This paper constructs models to investigate the rationale for a multinational corporation to enter into a joint venture to serve a host market. In particular, the model examines the impact of profit sharing, cost reductions, risk reductions, and competition reductions on the profits of international joint ventures. The results may explain the ‘recent’ popularity of international joint ventures. The models show that (1) a joint venture is the dominant entry strategy when there is a formidable local competitor and the risks of operation are high, (2) a wholly owned subsidiary is preferred if a multinational corporation has a significant cost advantage, (3) a joint venture is preferred to a wholly owned subsidiary if significant cost reductions can be achieved through combining the strengths of a multinational corporation and a local firm, and (4) multiple licensing is preferred if the number of local firms is large.     

Antecedents and Effects of Parent Control in International Joint Ventures

Using a sample of 90 US–China manufacturing joint ventures, this study empirically tested a grounded-theory model of the antecedents and the effects of the structure of parent management control in international joint ventures. The results suggest that competitive and cooperative dynamics occur simultaneously between joint venture partners. On one hand, the relative bargaining power between the partners, derived from the negotiation context and from contributing critical resources to the venture, respectively, is a determining factor in management control; and the level of operational control exercised by a partner over the venture has a positive effect on the extent to which this partner's strategic objectives are achieved. On the other hand, the quality of the interpartner working relationship was found to have a strong, positive relationship with the achievement of strategic objectives for both partners.     

MANAGING FOR AUTONOMY IN JOINT VENTURES: A LONGITUDINAL STUDY OF UPWARD INFLUENCE*

This article explores the relationships among influence, autonomy and control in a joint venture setting. It addresses the mechanisms available to joint venture (JV) managers to influence and gain compliance from parent firms. Control categories derived primarily from research on unified structures are explored in a new domain, an international joint venture. the beginning of new theory specific to relationships in joint ventures is developed based on causal maps of managerial perceptions. the results suggest that the use of upward influence to gain autonomy in a joint venture is different and more complex than in unified structures or among independent organizations.     

Looking inside the joint venture to help understand the link between inter-parent cooperation and performance

Cooperation is the Holy Grail for inter-organizational relationships, and significant research effort has been directed towards understanding its antecedents. However, the extant literature on joint ventures indicates that relatively few researchers have attempted to measure either cooperation or its organizational consequences. This paper examines the thesis that the link between inter-parent cooperation and joint venture performance may be mediated by important conditions inside the joint venture. The findings suggest that the nature of relations between the managers transferred into the joint venture from the parents can help explain the link between joint venture performance and inter-parent cooperation. In that regard, this research highlights the mediating roles of interdependence, factionalism, and patterns of influence behaviour. A parsimonious model is offered to help understand joint venture performance.     

Economies of extremes: Lessons from venture-capital decision making

An organization's ability to exploit extreme events—such as exceptional opportunities—depends on its capacity strategy. The venture capital industry illustrates the interplay of expensive capacity and negative externalities from high utilization. The cost of adding a venture capitalist provides a strong incentive to run lean, but such leanness may make it impossible to evaluate all interesting investment opportunities. Using concepts from extreme-value theory, we analyze the trade-off between the costs and benefits arising from an increase in the number of evaluated deals. We ground our analysis in 11 years of archival data from a venture capital firm, representing 3631 deals, the decisions made, the reasons for those decisions, and the decision lead times. The firm identified 20% of arriving deals as worth evaluating during the screening process, but was not able to evaluate approximately 9% of those interesting deals due to a lack of capacity. We show that the value of increasing the number of deals evaluated increases with the tail weight of the distribution of deal values. When the right tail is light, increasing the number of deals evaluated may provide too modest a benefit to justify the cost. When, however, the right tail is heavy, the value of increasing the number of deals is likely to more than compensate for the cost of capacity. Our results provide new insight into the relative value of a chase capacity strategy that emphasizes responsiveness versus a high-utilization heuristic that emphasizes productivity. Our approach can be applied to other search operations such as personnel selection, quality circles seeking to identify root causes, and making employee capacity available for innovation.     

Accounting for derivatives: An evaluation of reporting practice by UK banks

In 1995, the Canadian Institute of Chartered Accountants (CICA) changed its Generally Accepted Accounting Principles on accounting for joint ventures from permitting a choice between the equity method (EM) and proportionate consolidation (PC) to requiring only PC. More recently, the International Accounting Standards Board (IASB) has decided to issue a new standard that will eliminate choice between EM and PC and require only EM; but as of October 2010 a new standard was still to be issued. The past Canadian and proposed IASB changes are similar in that choice between the same two reporting methods is removed but differ in the required alternative, PC for Canada and EM for the IASB. In this paper we use a sample of Canadian companies over the period 1985–2003 to study financial reporting for joint ventures. To our knowledge, our Canadian sample is the only one reflecting a reduction of choice in financial reporting methods for joint ventures. Therefore, our results have particular relevance for evaluating the IASB's proposed change. Specifically, we investigate whether firms that use EM between 1985 and 1994 experience a decline in value relevance of key balance sheet amounts such as total assets and liabilities when forced to use PC from 1995 onwards. Since 1995 firms are also required to provide footnote disclosures on their share of joint venture assets and liabilities in addition to revenues, expenses and cash flows. Using these disclosures, we investigate whether disaggregate joint venture assets and liabilities are incrementally and overall value relevant. We find that firms that are forced to switch from EM to PC experience a decline in value relevance of reported assets and liabilities. The firms that use PC for the entire sample period experience no such decline. We also find that joint venture assets and liabilities are incrementally and overall value relevant when disclosures are mandatory from 1995 onwards. Our results show that the removal of choice of financial reporting method does have value-relevance implications, something that is of importance to users. We also find that the requirement of additional disclosure of joint venture assets and liabilities is value relevant, which may offset, to some extent, the costs of the reduction in choice. Our inferences may have implications for a number of jurisdictions across Europe and beyond that are affected by a similar reduction of accounting choice proposed by the IASB.     

Effective entrepreneurial narrative design in reward crowdfunding campaigns for social ventures

One of the most important challenges for social venture entrepreneurs is acquiring resources. Reward crowdfunding is considered a suitable tool for meeting the financing needs of social ventures, whose backers are particularly interested in firm ideas and core values rather than in collaterals or business plans. A strategic factor that is able to influence the outcome of crowdfunding campaigns is the entrepreneurial narrative. Very few scholars have examined the key factors that support a crowdfunding campaign, particularly those on reward-based crowdfunding platforms, and the effects of entrepreneurial narratives on investors’ decisions. Aiming to fill this research gap, this paper investigates how entrepreneurs in the technology industry describe their social ventures and projects on Eppela, an Italian reward-based crowdfunding platform. Thematic analysis was applied to detect the five following key factors of effective entrepreneurial narratives in reward-based crowdfunding campaigns for social ventures: 1) problem/need; 2) project; 3) product; 4) team; and 5) venture. Each key factor includes specific subfactors. Lexical data analysis was then performed to identify the following expected effects of the examined entrepreneurial narratives on potential investors, leading these investors to understand, trust, and approve the project proposal, and thus, finance the social venture’s project: 1) reassurance, 2) reliability, and 3) credibility. Based on these results, this study proposes an explanatory model about how to design effective entrepreneurial narratives to be presented to contribute as much as possible to the success of projects in crowdfunding platforms.

     

Venture migration: a quest for a low-hanging fruit?

Venture migration, in addition to firm entry and exit, affects business stock in a region. This study draws on mainstream entrepreneurship and economic geography literatures to explore the factors explaining net venture migration. Using a data-set on 88 Ohio counties during 2000–2006, it suggests that venture migration is largely a quest for a low-hanging fruit. Relocating firms are drawn to areas with higher sales tax rates that give them access to interest-free financing, higher unemployment rates and better-qualified workforce as well as ample arbitrage opportunities. At the same time, innovative opportunities do not attract migrating ventures.     

战略匹配对合资企业绩效的影响研究——基于中美合资企业的实证研究

关于合资企业的研究从不同学者分别论述了合资企业的战略、组织和文化的匹配性对合资企业绩效的影响。本文通过研究合资企业在合资运营之前战略匹配对中外合资企业四类绩效指标的影响研究。研究结果发现,目标一致(战略匹配)对合资企业满意度和总体竞争力有显著影响,而资源互补(战略匹配)对合资企业绩效无显著影响。     

Epistemological foundations of international entrepreneurship

International entrepreneurship emerged in recent years as a promising research stream focusing on how firms explore and exploit opportunities across borders, creating customer value and anticipating competitors’ moves. This study addresses international entrepreneurship literature challenges by analyzing more than seventy studies from the last twenty-four years that deal with the international new venture’s phenomenon. Particularly this study discusses five literature challenges: the increased amount of international entrepreneurship content among different journals; the different types of research conducted in the international entrepreneurship field; international new ventures and high-tech industry; the controversy in the definition and the different labels given to the firms with international presence right from their birth or shortly after; and, the factors that characterize successful firm internationalization. The study findings offer a comprehensive review, synthesis, and organization in the field.     

‘Derivative’ firms,agency and economic integration

This paper proposes a ‘derivative’ firm model that emphasizes the decisions to invest in productive assets and to contract with firm managers. Contemporary examples of derivative firms include joint ventures and LBOs. The traditional joint venture is recast as a derivative firm with the model pointing out why managerial contracts and asset investment decisions should be made simultaneously for optimal shareholder wealth.