As the component partners of the international joint venture (JV) are from different nationalities of which have the diversities of cultural and concepts and the other factors of societies or the political impact. All these factors not only increased the complexity in organization management, but also reduced efficiency of organization. The case company is an international JV specialized in the field of Environmental protection with professionalism recognition and reputation in Taiwan. The mutual cooperation between both parties mainly based on project execution with the foreign joint venture company providing specialized technique and know-how assistance in project execution. And the case company responsible for internal management mechanism and daily operation under mutual common consensus. However, learning after the execution of few joint venture projects, we found out further improvements could be taken in considering of the diversity of culture, concepts and management from both sides. This research is focused on how to efficiently implement the value of JV and gain competitive advantages via case study, the research conclusion summarized as below. 1.The cultural diversity from both sides mainly displays on ideology as well as the values aspect. Therefore, to enhance understanding with each other is necessary in order to effectively reduce the cultural diversity from both sides. To minimize the cultural diversity will increase harmony in communication and coordination and promote higher chance to avoid the possibility of potential conflicts. 2.Before the cooperation taking place, both parties should align their concepts in company goal as well as strategy, management, operation etc., to ensure the achievement of win-win situation. 3.The experience shares: The knowledge exchange and sharing will be contributive to both sides in the way of more understanding both present situations. In the process of mutual cooperation, the occurrences of miscommunication can be attributable to the foreign joint venture company does not fully understand the local market trend and is doubtful about its potential risks. To optimize the joint venture company to have a comprehension of Taiwan enterprises and to share the experiences gained from previous mutual cooperation to facilitate mutual understanding in view of each other standpoint. 4.Increases own organization wisdom capital: The foreign joint company indeed has more specialized technology and finance resources and always takes trust attitude on mutual cooperation. Nevertheless, the foreign joint company still has the hesitancy on the executive capability of project experiences of the case company. The case company should accelerate to accumulate its own organization wisdom capital on professionalism and the technical knowledge in order to lowering risk appraisal by the foreign joint venture company. In this regard, the case company could create more opportunities of mutual cooperation in future special case cooperation in terms of utilizing its own wisdom capital.

Since China embraced the “Open Door” policy in 1978, innovation has been an increasingly important factor for the Chinese economy. China is now the third largest country in the world league table of patent applications. China has also received large amounts of foreign direct investment, much of it from major Western innovative companies. In the earlier years of the Open Door policy, much of the involvement of Western companies was through joint ventures. International joint ventures are still important, and it is believed have substantially enhanced China's innovative capability. It is the contention of this research that there is a direct correlation between the arrivals of Sino-Western JVs and China's increased innovation capabilities. This is an important area of study as China moves towards becoming a developed economy. The gap in research at present is in applying innovation theory to China and to JVs. The thesis explores the contribution of Sino-Western JVs to the development of China's innovative capabilities. A model of the innovation process is developed, and eight important factors that are considered to enhance a company's innovative capacity, are derived from the model. The factors, expressed as propositions, are: 1: Becoming part of a wide innovative network in its industry 2: Taking part in an open innovation system in its industry 3: Relating closely to universities, and particularly their research laboratories 4: Relating closely to research institutions 5: Developing a social atmosphere conducive to innovation 6: Developing a strong strategic planning system with innovation as a focus 7: Having innovation as a primary objective of both partners at the outset of the joint venture 8: Focusing on developing intellectual property To investigate whether these propositions were accepted by Sino-Western joint ventures, 40 semi-structured interviews were conducted in ten international (Sino-western) joint ventures in China. In general the interviews provided support for the propositions. However, some reservations were expressed. Executives were reluctant to engage in open (collaborative) innovation, preferring to seek patents for developed intellectual property. They also perceived the main objective of the Western partners to be commercial success rather than innovation, although the Chinese partners were very much innovation-orientated. The research contributes to our understanding of the contribution of Sino-western JVs to the innovative capability of Chinese companies, and provides support for most of the propositions identified in the literature. Respondents remarked that most of the propositions would apply also to self-standing companies in China, and suggested that joint ventures could stimulate innovation in indigenous Chinese companies. In addition to providing a historical overview of the development of innovation in China, developing an innovation process model and testing it in the Chinese context, the thesis makes important policy and practical recommendations to Chinese organizations.

En 1973, Alain Peyrefitte publiait son livre intitulé : « Quand la Chine s’éveillera…le monde tremblera ! ». Ce titre prémonitoire s’inspirait d’une citation de Napoléon Ier. Aujourd’hui, le monde occidental doit adapter ses idéologies économiques, financières, politiques et sociales aux nouvelles structures émergentes telles que les « CHINDIA » (Chine et Inde), « BRIC » (Brésil, Russie, Inde et Chine), ou « VISTA » (Vietnam, Indonésie, Afrique du Sud, Turquie et Argentine). La cohabitation voire la coopération avec ces pays sont le nouveau défi du 21ème siècle. Cette thèse a pour objectif d’étudier les rapprochements d’entreprises grâce à la création de joint-ventures internationales. La question est de savoir : « Quels sont les déterminants de la performance des joint-ventures internationales entre pays développés et pays émergents, et plus particulièrement le cas de la Turquie ». L’originalité de cette recherche réside dans le fait de recueillir la perception du partenaire local turc sur son allié mais également sur sa structure commune. Le recueil et le traitement statistique de 123 questionnaires nous ont permis de répondre à cette question. En effet, le principal résultat a montré que la joint-venture internationale implantée en Turquie est plus performante lorsque les partenaires étrangers et locaux contribuent conjointement en termes d’objectifs, d’apports et de contrôles. / In 1973, Alain Peyrefitte published his book : « When China will wake up the world will tremble! ». This premonitory title was inspired by a quotation of Napoléon Bonaparte. The Western world may adapt its economic, financial, political and social ideologies to the new emerging structures such as « CHINDIA » (China and India), « BRIC » (Brazil, Russia, India and China), or « VISTA » (Vietnam, Indonesia, South Africa, Turkey and Argentina). Cohabitation and even cooperation between these countries are the new challenge of the 21st century. This thesis aims to study the closeness links between the firms thanks to the creation of international joint ventures. The question is : « What are the determinants of performance in international joint ventures between developed and emerging countries, and more especially in the case of Turkey ». The originality of this research consists in gathering the perception of local Turkish parent about its partner but also about his joint structure. The gathering and the statistical treatment of 123 questionnaires have allowed us to answer this question. In fact, the main result proved that the international joint venture in Turkey is more performant when foreign and local partners contribute jointly to objectives, contributions and controls.

<p><strong>Research Problem: </strong>To what extent the corporate culture of an international joint venture resembles the organizational and national culture of its parent firms?</p><p><strong>Purpose: </strong>The purpose of this research is to study and explain the organizational and national culture of the partner companies that are involved in the international joint venture and finds out the extent to which the corporate culture that is embedded in the joint venture possess a resemblance with its parent's culture.</p><p><strong>Method:</strong> Our research is qualitative in nature and is based upon the case study and the secondary information gathered during the research. We have also taken into account some primary information through conducting three semi-structured interviews from each of the company involved in the joint venture. All the information collected during the course of our research has been analyzed in such a manner that has eventually led us to a formidable conclusion.</p><p><strong>Conclusion:</strong> After the analysis of results, both from the interviews and the secondary information, we came to a conclusion that the corporate culture at the joint venture possess some similarities with the national and organizational cultures of its parent firms and this likeness depends upon the location of origin of the joint venture and the employees working in it.   </p>

Research Problem: To what extent the corporate culture of an international joint venture resembles the organizational and national culture of its parent firms? Purpose: The purpose of this research is to study and explain the organizational and national culture of the partner companies that are involved in the international joint venture and finds out the extent to which the corporate culture that is embedded in the joint venture possess a resemblance with its parent's culture. Method: Our research is qualitative in nature and is based upon the case study and the secondary information gathered during the research. We have also taken into account some primary information through conducting three semi-structured interviews from each of the company involved in the joint venture. All the information collected during the course of our research has been analyzed in such a manner that has eventually led us to a formidable conclusion. Conclusion: After the analysis of results, both from the interviews and the secondary information, we came to a conclusion that the corporate culture at the joint venture possess some similarities with the national and organizational cultures of its parent firms and this likeness depends upon the location of origin of the joint venture and the employees working in it.

When deciding to internationalize, companies face the need to develop a foreign market strategy and a foreign market expansion strategy especially when the foreign country has very different culture from home country. Most research of company process of internationalization nevertheless is based on entry mode and mostly successful businesses. Here, the failure of joint venture between Marks and Spencer (M&S), one of the biggest of British Retail Company and Uni-President Corporation, the biggest food and drink enterprise in Taiwan is examined. Its recent large-scale withdrawal from such activity is also measured to some extend of theories about internationalization and marketing failure. The qualitative method and a case study were carried out. In addition, in-depth interviews with Uni-President representative, M&S Visual Display Manager and two groups of M&S customers and non M&S customers are the primary resources of data. The research suggested the joint venture between the two companies created many problems due to two extremely different cultures and lack of understanding of the local market. M&S marketing strategy did not draw Taiwanese consumers¡¦ interest. The products and stores are not attractive or follow the fashion trend. The promotion also did not appeal the consumers. The complexities of Taiwanese consumers¡¦ perspective toward M&S brand and country-of-origin, cultural differences and the potential reasons of M&S exited Taiwan are as well emphasized.

This thesis examines International IJVs and the conditions that contribute to their success. The original contribution to knowledge of his thesis is the identification of Trust, the Parent Relationship and Long-Term Commitment as conditions most likely to foster successful IJVs. This thesis showed the applicability of these conditions to IJVs in the automotive sector and also demonstrates the dependency of each condition to the other by identifying a sequential order with which the conditions These conditions are established through interviewing senior management from both parents and the internal management of 13 successful IJVs in the automotive industry. The thesis is divided into a qualitative and quantitative analysis. Key themes from the respondent s qualitative views of success are extracted, coded and then analysed to provide robust empirical results. The data acquired from the respondents is analysed using fuzzy-set Qualitative Comparative Analysis (fsQCA). The conditions leading to success are the parent s relationship, the level of trust that exists between the parents and their long-term commitment to the IJV.

This study aims to explore the various factors that influence the international joint venture (IJV) parent firms to use a specific control mechanism in an emerging market (EM). The study adopted a single case study design involving an IJV between a Nigerian firm as the local partner and a Chinese firm as the foreign partner. Data was collected through twenty semi structured interviews from both the parent firms and the IJV; and complemented by observations of the IJV activities, relevant information from newspapers; magazines; company brochures and newsletters; and website of the parent firms, IJV and the government regulating body. The study revealed that the design of formal and social control is influenced by a range of factors identified in the literature. This includes resource contribution and bargaining power, previous experience of the IJV managers, knowledge transfer, trust-building, environmental uncertainty, and institutional forces. In contrast to findings from existing studies, this study also reveals that a combination of factors can influence the use of a particular control mechanism. By examining the types of control exercised by each partner and the antecedent of each control type, this study complements prior research by incorporating insights from transaction cost theory, resource dependency theory, social exchange theory, institutional theory and organisational lerning perspective to provide a more integrative explanation of IJV control design. Specifically, it explains how one partner develops certain types of formal and social control according to its individual resource contribution and dependency and can adjust controls to achieve its various objectives.

國際合資對臺灣企業邁向國際化，提升產業競爭力具有策略上的含義，但 完整性地探討合資績效影響因素之文獻付之闕如。本研究的目的即在於了 解在臺國際合資事業的特性，並研究合資公司特性、母公司與合資公司的 關係、母公司間的關係及產業環境等因素對在臺國際合資事業績效之影響 。本研究的研究對象為截至民國82年11底止，經濟部投資審議委員會登記 有案之外商來臺投資，與本國廠商共同出資所成立之合資公司，符合本研 究條件者計有 186家公司。本研究選用之統計方法有描述性統計、因素分 析、集群分析、多變項變異數分析、Fisher的正準檢定、 t檢定及羅吉斯 迴歸。本研究的結論如下：一、在臺中外合資事業的特性樣本公司外資來 源以日本高居首位，成立年數多在十年以內，股權配置以５０－５０最多 ，大多數股權配置未曾變動過，且規模遍及於大、中及小型企業。樣本公 司產品出口比例多在10％以內，母公司個數以二個居多，大多數樣本公司 和母公司間有水平相關，且獨立運作合資最多，來自外國母公司之高階主 管佔全部高階主管的比例多在25％以內。約一半樣本公司之母公司間，在 合資前並無任何關係，且母公司的貢獻幾乎都屬於互補長短型。二、影響 在臺中外合資事業績效之因素經由羅吉斯迴歸分析結果，發現在臺中外合 資事業高低績效滿意程度之因素，計有母公司數目、母公司規模差異及產 業環境等。當母公司個數為二、母公司規模差異愈大及產業愈具吸引力時 ，合資公司高績效的可能性就愈高。

International joint ventures (IJVs) are important modes for entering foreign markets. Yet, research shows that IJVs are volatile, difficult to manage, and often fail, especially when the joint venture is located in a developing country. Many studies look at a range of different factors behind IJV success or failure, and a few longitudinal studies have shed light on some of the complex management processes within IJVs. Many researchers have concluded that the high rate of IJV failure is due to internal tensions that are inherent to IJVs, but viable solutions for practitioners are rare. In the absence of a model that adequately explains the longitudinal aspects and determinants of IJV performance, we see firms electing to stay in underperforming IJVs, even though more profitable modes of entry into foreign markets exist. In this thesis I analyze market entry and expansion through IJVs using a multi-causal analysis of IJV performance. I begin with a critical evaluation of the IJV literature. I then develop a process-oriented model that may explain why firms persist with failing IJVs. Finally, I draw several important conclusions that have valuable implications for practitioners and for future research.