Joint Venture Learning to Cooperate and Cooperating to Learn Joint venture management is a demanding and continuous process of organizing, guiding and developing, not only within the joint venture itself but also within the partner companies. Relationships between each side will change over time and problems can arise at different stages of development. An essential part of joint venture management consists of monitoring these stages, anticipating possible difficulties and avoiding them by applying appropriate measures in the areas of strategy, structure, human resources and culture. Using a range of international cases from top multinational companies, the authors present an effective model for implementing a successful joint venture management strategy. This is an essential book for practitioners in strategic planning, business professionals interested in entering joint ventures, as well as academics and students of international business. "This book offers valuable insights into how to make joint ventures work, both for practitioners and researchers. It represents a true step forward when it comes to better understanding how joint ventures function.
The book significantly links joint ventures to present thinking on organizational learning and demonstrates more effectively than has been discussed elsewhere how the two fit together." Professor Peter Lorange President of IMD (International Institute for Management Development) "In our joint ventures we always look for strong complementarity with our partners. This book enlarges the traditional view of cooperation by delivering new and valuable insights into processes of interorganizational learning and knowledge management. The authors share with their readers a thoughtful toolbox built on practical experience." Franz Nawratil Chairman and CEO Hewlett-Packard Europe "Joint ventures have become an important business tool for market entry, use of synergies and innovations. Too many joint ventures are dissolved before the actual potential of these organizations have been capitalized. This book highlights the key factors of success in joint venture management by focusing on strategy development, structuring, cultural awareness and human resource management." M & A Review
Sprache
Verlagsort
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Illustrationen
Maße
Höhe: 23.6 cm
Breite: 16.2 cm
Gewicht
ISBN-13
978-0-471-82894-5 (9780471828945)
Schweitzer Klassifikation
Dr Bettina Büchel is an Assistant Professor at the Asian Institute of Technology in Bangkok, Thailand where she specializes in international business management, organizational behavior and organizational dynamics. Since 1992, she has acted as consultant to multinational organizations such as ABB, AT&T, Union Bank of Switzerland and WHO. Dr Christiane Prange has worked as a consultant since 1992. Her particular focus is on organizational change management and strategic planning in the telecommunication, information, media and entertainment industries. Recent projects include cooperative behavior of multimedia companies, customer satisfaction strategies of telecommunication companies across Europe, and business process reengineering of one of the world's leading multinational software companies. Dr Gilbert Probst is presently Professor of Management and Organizational Theory at the University of Geneva and Director of the MBA Program. He has been a consultant to private and public organizations covering the fields of strategic planning, structuring of the organization, learning organization and knowledge management, and business policy. He is a director of a leading travel business group and a major Swiss retail chain. He is the author and co-author of several books on organizational learning, complex problem-solving and self-organization. Charles-Clemens Rüling holds degrees in business and sociology and is currently working at the University of Geneva. His research interests include cooperative strategies, and the diffusion of management and organizational practices. As a process consultant, he has been involved in strategic change projects in the travel, electronics and financial services industries. Dr Lalit Johri is an Associate Professor at the Asian Institute of Technology. He is a specialist in international business strategy, marketing and joint venture negotiations. He has taught at the London Business School, Institute Francais de la Mode, Paris and SDA Bocconi, Milan. He was a Professor at the Faculty of Management Studies, University of Delhi, India. Dr Johri was selected as the Aspen Scholar for the year 1998 for his professional accomplishments and public contributions. He is also an advisor to several leading companies in Asia.
Joint Ventures and Joint Venture Management. Joint Venture Model: A Dynamic and Multi-level Approach. Conceiving and Negotiating a Joint Venture. Strategy Development as an Area of Joint Venture Management. Structuring as an Area of Joint Venture Management. Cultural Awareness as an Area of Joint Venture Management. Human Resources as an Area of Joint Venture Management. Sensemaking, Trust and Commitment as Bases of Joint Venture Management. Measuring Success in the Joint Venture System. Knowledge and Learning in the Joint Venture System. Conculsion: Learning through Cooperation. Appendix. References. Index.
