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Challenging the common belief that conflict in groups and organizations should be prevented or resolved to maintain or enhance performance, Using Conflict in Organizations offers an alternative perspective by presenting the increasing knowledge on how conflict can enhance individual achievement, the quality of group decision-making and productivity in organizations. Part One provides a general framework which links conflict management to performance and shows how this relationship can be understood. The second and third parts develop and illustrate this framework in a series of thematic chapters. Part Two focuses on performance following intragroup conflict, covering topical areas such as dissent, groupthink a
"This book explores the role of teaching tools used in business education to add competitive benefits with the business skills and make them applied in cross-cultural business environments. It explores significant pedagogical practices in the cross-cultural environment and identifies the teaching tools competent in cross-cultural environment those make business education competing and applied"--
Previous research on the institutional structure of franchising networks (Bri- ley et al. 1991; Lutz 1995; Shane 1998; Lafontaine and Shaw 1999, 2005; - fuso 2002; Penard et al. 2003a,b) does not explain the governance structure of the franchising firm as an institutional entity that consists of two interrelated parts: Residual decision rights and ownership rights. The latter includes not only residual income rights of franchised outlets but also residual income rights of franchisor-owned outlets. Previous studies primarily examines the incentive, signalling and screening effects of fees, royalties and other contractual pro- sions from the point of view of organizational economics (see Dnes 1996 for a review) without taking into account the interactions between residual decision and residual income rights as interrelated parts of the governance structure. This paper fills this gap in the literature. According to the property rights view, de- sion rights should be allocated according to the distribution of intangible kno- edge assets between the franchisor and franchisee and ownership rights should be assigned according to the residual decision rights. Since ownership rights are diluted in franchising networks, the dilution of residual income rights of fr- chised outlets is compensated by residual income rights of company-owned o- lets. Under a dual ownership structure, company-owned outlets compensate the disincentive effect of low royalties for the franchisor, and low royalties strengthen the investment incentives for the franchisee.
The first book-length treatment of theories, practical lessons, and the full set of critical issues that affect international joint ventures. It addresses culture, human resources, learning, legal, management, and research and development, and presents a full set of decisions and detailed guidelines for IJV formation and management. It also thoroughly analyzes 30 case studies.
Across the world, companies are forming some of the most complex and exciting collaborations in the business world: cross-border alliances (CBAs). Yet while this offers multinational companies a way into the global marketplace, there is no guarantee of success.This book looks at the business and human resource issues arising in these complex collab
'This is a welcome addition to the body of work on IJV performance. The emphasis on marketing and on S.E. Asia is particularly timely.' - Paul Beamish, University of Western Ontario, Canada Craig Julian argues that the International Joint Venture (IJV) phenomena represents two opposing trends. On the one hand, an analysis of the number of new IJVs reveals that they are becoming increasingly popular as a mode of overseas market entry and expansion. On the other hand, however, the significance of a robust growth trend is overshadowed by the incidence of high failure. The book examines the factors influencing the marketing performance of IJVs in South East Asia, including market characteristics, conflict, commitment, product characteristics, marketing orientation, control, trust, partner's contributions and partner's needs.
Project Report from the year 2013 in the subject Business economics - Business Management, Corporate Governance, University of Bedfordshire, course: International Business & Management, language: English, abstract: In the Global Market, Internarional Joint Ventures (IJV) are becoming prevalent phenomeno and many multination companies have managed to experience considerable growth by making alliances (such as Joint Ventures). There are several factors which needed to be controlled carefully, otherwise it would be resulted in weaken the performance of the specified IJV. It has been estimated that about 37-70 percent of IJV are reported to experience the performance problems incurred due to the cultural differences and thus leaded the specified ventures towards the costly Culpan (2002) explained International Joint Venture (IJV) as the process which includes two or more companiess belong to different countries to collaborate together.The decision to decide wheather or not to make a joint ventures included four different stages (Initial, Formation, Operation & Outcome). There are two kinds of cultures which directly makes an impact on the Joint Venture. The first one is the organisational culture and the second type of culture is the national culture. Pothukuchi, et al. (2002) stated that the problem arises in IJV is because of significant Impact of the national culture upon the behavioral and management system which then directed towards conflicts. Same case is observed in the organisational culture as well where any differnece or dispute can cause conflict and also can destablise the Joint Venture’s performance or progress. The case study of Sony Ericsson also fallows the same approach of the Joint Venture as it was collaboration between two multinational companies (Sony & Ericsson) who were coming together with intention of single corporate which could not be possible for both companies to accomplish on the individual basis. It has been found out that the organisational cultural difference has negative impact on the performance of the International Joint Ventures (IJV). On the other hand, national cultural difference can pose either positive or negative impact but the intensity of that difference is not much aggressive. The emphasis of companies engaged in International Joint Venture on the factors which would be resulted in overcoming national cultural difference problems and also on developing the management which would be acceptable for both partners to adopt and implement could contribute extensively to the success of International Joint Ventures.
Examines the ways in which real options theory can contribute to strategic management. This volume offers conceptual pieces that trace out pathways for the theory to move forward and presents research on the implications of real options for strategic investment, organization, and firm performance.
Ulkomaalaisen emoyhtiön kontrolli ja menestys kansainvälisissä yhteisyrityksissä.
The three geographically targeted volumes comprised in the Cooperative Strategies series--the most ambitious effort to date to explore the extent, nature, operations, and environment of cross-border cooperative linkages in North American, European, and Asian Pacific regions. The scholars who contributed to the Cooperative Strategies series include top experts in international strategy and management. Consolidating cutting-edge scholarship and forecasting of future trends, they focus on a wide variety of new cooperative business arrangements and offer the most up-to-date assessment of them. They present the most current research on topics such as: advances in theories of cooperative strategies; the formation of cooperative alliances; the dynamics of partner relationships; and the strategy and performance of cooperative alliances. Blending conceptual insights with empirical analyses, the contributors highlight commonalities and differences across national, cultural, and trade zones. The chapters in this volume are anchored in a wide set of theoretical approaches, conceptual frameworks, and models, illustrating how rich the area of cooperative strategies is for scholarly inquiry. The Cooperative Strategies Series represents an invaluable resource for serious academic study and for business practitioners who wish to improve not only their understanding but also the performances of their joint ventures and alliances.