The Motives for International Acquisitions: Capability Procurements‚ Strategic Considerations‚ and the Role of Ownership Structures Author(s): Shih-Fen S. Chen Reviewed work(s): Source: Journal of International Business Studies‚ Vol. 39‚ No. 3 (Apr. - May‚ 2008)‚ pp. 454471 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/25483277 . Accessed: 28/02/2013 12:46 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at .
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gambit: funding strategic alliances with venture capital‚ Planning Review (Nov/Dec)‚ 36-41 (1988). 20th Annual Conference of the UK Academy of International Business‚ Pontypridd‚ Wales‚ 5-6 April (1993). 4. Jordan D. Lewis‚ Making strategic alliances work‚ Research-Technology Management (November/December)‚ 12-15 (1990). 5. Robert M. Randall‚ Upping the odds for strategic alliance success‚ Planning Review (July/August)‚ 30-33 (1989). 6. Jay E. Paap‚ A venture capitalist ’s advice for successful strategic
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imported goods in an economy. There are economic differences that influence the relationship between the partners at Shui Fabrics. Chiu Wai‚ operated Shanghai Fabrics LTC located in China‚ before it became a joint venture with Rocky River Industries in the United States. When the companies became a venture‚ Chiu Wai became the Deputy General Manager for Shui Fabrics in China and venturing company Rocky River Industries located in US. Ray Betzell who is the General Manager for Shui Fabrics came to China from
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Shares and Joint Stock Companies in the New Economic Model Elena Torlopova 1st year student The faculty of International Economic Relations Group 3 Maintenance * The main information about joint stock companies * Advantages and disadvantages of joint stock companies * “Blue chips” * Conclusions Introduction Good morning‚ dear colleagues. I’m glad to see everyone here. Thank you for your coming. Let me start by introducing myself. My name is Elena Torlopova.
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Eli Lilly in India: Rethinking the Joint Venture Strategy 1. What Decisions or Actions need to be taken? For Luc Bonnard‚ the vice chairman‚ board of directors of Schindler Holdings Ltd‚ the decision to make was to allow Silvio Napoli‚ the Indian country manager to continue managing after 8 months of operations without installing a single elevator. More importantly Silvio needs to decide whether to stick with his business plan that he wrote in Switzerland or come up with a new business plan
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International joint ventures (IJVs)‚ the second type of equity based cross-border alliance‚ have experienced tremendous growth during the last two decades as well. They will continue to represent a major means of global expansion for MNEs. In emerging economies such as China they represent the dominating operation mode for MNEs’ market entry. According to a well-known definition by Shenkar and Zeira an IJV
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establishing a joint venture to a wholly owned subsidiary in a foreign country? In Element 3‚ present an example of a company with a wholly-owned subsidiary and a joint venture in two different foreign markets. Explain why the management team of this corporation chose each of the investment models. According to Ball et al. (2009)‚ joint venture is defined as “A cooperative effort among two or more organizations that share a common interest in a business…” (p.452). Joint venture allows companies
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:: Secret to success of Indian partnership Why do Japanese companies go for joint ventures in India? IMM Jeong-Seong Senior business analyst at the POSCO Research Institute W development. hen it comes to technology‚ capital‚ management expertise‚ and global business experience‚ Japanese companies do not lag behind Korean ones. Still‚ they often seek partnerships with local firms when entering the Indian market. Why? The president of Wipro‚ one of India’s largest information technology
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The Sony Ericsson joint venture is a case study that can be used to explore key international business strategies and concepts. 1. Sony & Ericsson’s motivations behind the joint venture (JV) The Swedish telecommunications company Ericsson‚ one of the “Big Three” mobile handset manufacturers in the 1990s‚ started to reach difficulty as it entered the new millennium. In 2001‚ Ericsson’s sales dropped by 52%‚ recording a $1.39 billion loss which preceded an announcement that would lay off 20%
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Capital investment is a system to institutionalize novel entrepreneurship. Venture Capital in India helps endeavors‚ which may not fall within the norms of conservative investment. In the case of real estate projects which are at high risk and those encouraged by new entrepreneurs‚ the rational capital by way of the venture idea/concept and the applicable track record are often the major offerings from the promoters. The venture capitalist steps in with his input by way of equity / private equity related
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