observations are draw from the author’s personal experiences. The case is not intended to support a particular approach to management‚ nor is there a correct solution to the case analysis. Key issues include international strategic alliances and joint ventures‚ corporate response to trade liberalization‚ organizational and national culture‚ and cross-cultural management and negotiation. INTRODUCTION/SUMMARY During the NAFTA negotiations‚ many U.S. firms were concerned about the reduction of U
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to forming a joint venture in China focused on 3G‚ or more specifically‚ TD-SCDMA (time division-synchronous code division multiple access) and W-CDMA. The joint venture will focus on research and development‚ manufacturing and sales of 3G network systems. The JV will begin offering its first TD-SCDMA and W-CDMA systems next year under China Puritan’s Potevio label. The TD-SCDMA standard is being billed as a Chinese alternative to 3G. In addition to 3G services‚ the venture also will offer
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Joint Ventures‚ Strategic Alliances‚ Collaborations and Merger and Acquisitions Questions | Q1. Why is a Joint Venture (JV) preferable to more general collaboration form of the Strategic Alliance? Q2. What are the relative merits and weaknesses of JVs and SAs? Q3. Why would company seek M&A as a market entry strategy? What are the advantages and disadvantages of M&A? why might a merger fail and what might be the outcome? Q4. What are the relative merits/ disadvantages of JVs‚ SAs‚ and
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WYOFF AND CHINA-LUQUAN: NEGOTIATING A JOINT VENTURE(A) Introduction & Situation Analysis Joint ventures (JV) are a popular method of foreign market entry because they theoretically provide a way to join complementary skills and know-how‚ as well as a way for the foreign firm to gain an insider’s perspective on the foreign market. Since China began its market opening in 1978‚ joint ventures have been the most commonly used form of foreign direct investment (FDI)‚ with about 70% of FDI in China
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………………………………………………………………….…... 3 2. General overview of international joint ventures ……………………………... 4 2.1 Main classification of joint ventures ……………………………………. 5 2.2 Structure of joint venture entity ………………………………………..… 5 3. Advantages and disadvantages of international joint ventures …………….. 6 3.1 Advantages of IJV ……………………………………………………….... 7 3.2 Disadvantages of IJV ……………………………………………………... 8 4. Planning an international joint venture ………………………………………... 8 4.1 Preliminary investigation …………………………………………………
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3.1. IJV local environment This section discusses in detail the effect of national culture and organization culture on the performance of Sino-foreign joint ventures‚ based on previous studies. 3.1.1. National culture Culture is regarded as a “system of shared values and beliefs” (Saloner‚ Shepard and Podolny 2001) that aims to solve problems that arise due to external adaption and internal adaptation of the organizations (Schein 1985). External adaptation is defining the strategy and main objectives
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reproduced for the purposes of study only‚ and is in no way a condonement of the damage the tobacco is causing. Overview One of the most closely studied Chinese joint ventures is that involving Celanese Corporation of the United States‚ a producer of value-added industrial chemicals‚ and China National Tobacco Corporation (CNTC). The venture produces tow‚ the fluffy synthetic fiber in cigarette filters. In 1982‚ when CNTC decided to increase its production of filter cigarettes‚ it was on the lookout
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must reflect clearly the organization’s strategies regarding people‚ profit‚ and overall effectiveness”. (Ivancevich‚ 2010‚ p. 8) Johnsco’s staffing problems are a true indication that recruitment has not been a primary focus of the company in this venture and it is also apparent that not enough research had taken place prior to signing the agreement to expand overseas. “ The importance of recruiting‚ selection‚ training‚ developing‚ rewarding‚ compensating‚ and motivating the workforce is recognized
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Environment (12-13 S2AA SHRO27-6) Renault Entering India via Joint Ventures: A Case Study. Name: Athin Kumer Kundu Student ID: 1200288 Word count: 1992 Course Tutor Dr. Samar Baddar. Executive Summary The authorities of Renault and Mahindra and Mahindra after being convinced to do business with each other with a view to realizing their entrepreneur dreams‚ clearly adopted joint venture mode and subsequently they enriched the history with
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In reviewing Case Study #2‚ Solving the Labor Dilemma in a Joint Venture in Japan‚ it appears John agreed to this joint venture of opening a manufacturing plant in Tokyo before researching all of his potential obstacles. John viewed this as a growth opportunity and now is faced with understanding the cultural and socioeconomic differences to make this venture a success. A plan can be researched and written‚ but it will take time working in the global environment to identify and assess cultural
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