by Ng Ka-Hing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 37-40). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- REVIEW OF LITERATURE --- p.3 / Chapter III. --- METHODOLOGY - THE PARTNER SELECTION MODEL & CRITERIA --- p.9 / Chapter IV. --- THE HONG KONG ELECTRIC UTILITY -THE CASE STUDY --- p.13 / Chapter V. --- THE EMPIRICAL EVIDENCE SHOWN BY THE CASE STUDY… --- p.19 / Chapter VI. --- DISCUSSIONS & CONCLUSIONS --- p.34 / BIBLIOGRAPHY --- p.37

The research stream on interpartner learning in international strategic alliances has evolved in recent years. Although several research problems have been addressed, there remain gaps in the literature about the facilitators and outcomes of knowledge acquisition in international joint ventures. To bridge these gaps, this research has two main objectives. Firstly, it identifies various antecedents and tests their effects on the acquisition of marketing know-how by the local partner from the foreign partner. Secondly, it investigates how the acquired marketing know-how impacts on the learning outcomes in an IJV.The findings of this study show the effects of eight antecedents on the acquisition of tacit and explicit forms of marketing know-how. Research gaps have been bridged by this study in several ways. The thesis has also answered the call for empirical studies to provide statistical evidence with respect to inter-organizational learning in the international arena. It contributes new measurement scales as well as suggests effective ways of acquiring marketing knowledge from foreign partners in IJV. / Doctor of Philosophy (PhD)

Foreign direct investment (FDI) in China is popular these days and this also applies to the pharmaceutical manufacturing industry. China seems to be a promising market for pharmaceuticals with over 1.2 billion potential consumers. This huge number of people together with the outstanding economic performance attracted multinational pharmaceutical firms that were looking for a new market for their products. By the end of 1998, China had established over 1,500 pharmaceutical enterprises with foreign investment and 117 of which were invested by foreign pharmaceutical firms. Foreign pharmaceutical firms invested their capital and technology in what is likely to be developed as the world�s largest pharmaceutical market in the future with the expectation they will earn an excellent return in the longer term. When a firm decides to establish an overseas operation, it has to decide whether to pursue the venture alone or with a joint venture partner (Bell, 1996). For most manufacturers that want to invest abroad, the first-best entry strategy remains the sole venture (SV), and joint venture (JV) would be a second-best invest entry strategy (Root, 1994), because JV is inferior to SV which allows investing firms to maximise the returns on ownership-specific advantages (Caves, 1982) and to have full control over the business operations. Foreign pharmaceutical firms who invested in China during the period from 1980 to 1998 basically chose either a SV or JV entry mode, and over 84 percent of the foreign pharmaceutical firms chose a JV entry mode rather than a SV, even though foreign investors have been allowed to set up 100 percent solely foreign owned sole venture operations in China since the passage of �Law of the People�s Republic of China on Foreign Capital Enterprises� at the Fourth Session of the Sixth National People�s Congress on 12 April 1986. This research was designed to investigate why the large majority of pharmaceutical firms preferred the second-best entry mode for entering into the Chinese market. This research has incorporated in Root (1994), Mockler and Dologite�s (1997) conventional foreign market entry mode framework, and the relevance of Kumar and Subramaniam�s (1997) contingency entry mode framework is acknowledged. Fieldwork was mainly conducted in China by personal interviews as well as mail questionnaire surveys over a period of three months in 1999 and 44 companies participated in total. Using multiple indicators by means of logistic regression analysis to examine the effects of groups of factors on entry mode decision choice between SV and JV options. Seven groups of factors (independent variables) were examined: China environmental factors, China market factors, China production factors, parent firm�s home country/region factors, parent firm�s product factors, parent firm�s resource commitment factors, and parent firm�s decision task related factors. This research has found that the probability for establishing joint ventures with Chinese partner (s) is significantly and positively related to the importance of China environmental factors and market factors. Parent firm�s decision task related factors had a positive impact on firms� decision to choose a SV entry mode. Bivariate analyses have also discovered a number of individual variables that had significant impacts on firms� entry mode choice decisions. The research did not show sufficient evidence to support that China production factors,parent firm�s home country/region factors, parent firm�s product factors, and parent firm�s resource commitment factors had significant influences on foreign pharmaceutical firms� entry mode decisions, although the results showed expected directions of the relationships between the entry mode choice and independent variables. This research has contributed to the entry mode theory literature in the way of developing, as the result of the research in this thesis, an eclectic framework for better understanding of theories in choosing an entry mode between a sole venture and a joint venture in the context of foreign direct investment into the Chinese market, particularly it has discovered significant variables that affected the foreign pharmaceutical firms� FDI entry mode decisions into the Chinese pharmaceutical manufacturing industry during the period of 1980~1998. The framework can be used as a base by researchers to develop further the theories of foreign market entry strategies and to test its relevance in other industries or countries. This research has also extended its examinations to some other important issues in relations to foreign direct investment in China. They are the difference between early and late entrants, and between eastern and western firms on FDI entry mode decisions, foreign pharmaceutical firms� FDI decision formulation, FDI implementation, FDI performance evaluation, joint venture partner and operation location selections in China were also analysed and discussed in this thesis. Further research with larger sample size into the interrelationships among strategic FDI decision formulation, entry mode choice,strategy implementation and evaluation would be worthwhile to help understand the entire process of strategic FDI planning and implementation.

University of Technology, Sydney. Faculty of Business. / The need for more dynamic views on international joint ventures' control research has recently become a growing concern. Changes in the complexity of relationships between organisations and their environments have led to an increase in control problems and to a need to investigate a suitable framework of management control. The concept of self-organising systems that has emerged with the science of complexity produces some useful and interesting new ways to examine the behaviour of complex systems. Therefore, extending the recent development in self-organising systems into international joint ventures' control research is an opportunity to explore new insights into the development of joint ventures. This study takes an integrative approach by focusing on the integration of management control and self-organising properties of international joint ventures. The purpose of this study is to investigate the roles of management control systems in affecting international joint ventures' performance, from the perspective of alliance complexity constraints. A model of management control in international joint ventures as self-organising systems, representing a complexity-control-outcomes framework, is developed and tested empirically using the partial least square (FLS) approach, a distinctive structural equation modeling (SEM) based technique. The primary results of this study show that formal control mechanisms and control extent have significant direct effects on management automony and the international joint ventures' performance. Management autonomy as an intervening endogenous construct has a significant direct effect on the international joint ventures performance. Significant direct effects of organisational complexity on the formal control mechanisms and control extent are found, and a significant indirect effect of organisational complexity on the management autonomy is found. The overall results suggest a sound link between the complexity-control framework with the control-outcome framework, and the achievement of fit between these two frameworks is important for superior international joint ventures' performance.

University of Technology, Sydney. Faculty of Business. / The need for more dynamic views on international joint ventures' control research has recently become a growing concern. Changes in the complexity of relationships between organisations and their environments have led to an increase in control problems and to a need to investigate a suitable framework of management control. The concept of self-organising systems that has emerged with the science of complexity produces some useful and interesting new ways to examine the behaviour of complex systems. Therefore, extending the recent development in self-organising systems into international joint ventures' control research is an opportunity to explore new insights into the development of joint ventures. This study takes an integrative approach by focusing on the integration of management control and self-organising properties of international joint ventures. The purpose of this study is to investigate the roles of management control systems in affecting international joint ventures' performance, from the perspective of alliance complexity constraints. A model of management control in international joint ventures as self-organising systems, representing a complexity-control-outcomes framework, is developed and tested empirically using the partial least square (FLS) approach, a distinctive structural equation modeling (SEM) based technique. The primary results of this study show that formal control mechanisms and control extent have significant direct effects on management automony and the international joint ventures' performance. Management autonomy as an intervening endogenous construct has a significant direct effect on the international joint ventures performance. Significant direct effects of organisational complexity on the formal control mechanisms and control extent are found, and a significant indirect effect of organisational complexity on the management autonomy is found. The overall results suggest a sound link between the complexity-control framework with the control-outcome framework, and the achievement of fit between these two frameworks is important for superior international joint ventures' performance.

Purpose - The purpose of this thesis is to explore and describe the opportunities and challenges that can arise when integrating corporate social responsibility (CSR) awareness, in the building of a international joint venture as an entry more to developing countries -low and middle income countries, in terms of the contribution to the economic, social and environmental development of these countries. Theoretical framework – The literature used as a base for this academic paper includes concepts and theories on international joint ventures and corporate social responsibility (CSR). Consequently, from all those theories, the authors build the concept of sustainable international joint venture (SIJV), which is the theoretical base of the paper. The SIJV concet focuses on the integration of CSR awareness to the different components (environment, individuals, process and organization) of international joint venture, in order to contribute to the sustainability of the local context where the joint venture is created. Methodology – For the purpose of this research, a holistic single case study is implemented. The case study is about the international joint venture M&D Bygg created in Kenya between the Swedish company, Mattias Bygg AB, and the African company, M&D Home. To approach the case study, four face to face, 3 skype/online interviews and one telephone interviews were conducted based on semi-structured interview questions. Findings –The empirical findings of the case study comply with the concept of sustainable international joitn venture proposed by the authors in the theoretical framework. However, in some component, the authors found additional aspects that should be taken into consideration when building an international joint venture. For instance, in the individuals stage, the findings showed that “the supporters” is a new category that should be addressed and in the process stage, besides the ”negotiation of the agreement”, another category about ”external financing”. Conclusion – CSR awareness is a needed linking aspect that need to be transversally included in every component of a joint venture formation. This means that the environment, individuals, process and organization of the joint venture, need to be linked by the common interest adding economic value to the partners involve and at the same time, to the society. This in the end, contributes to the economic, social and environmental sustainability of the host country.

International joint ventures are frequently a response to external pressures placed on globally-oriented companies if they are to survive and compete successfully. Within the international context, a critical element to corporate competitiveness is the effective management of human resources. Despite this reality, very little research to date examines the strategic Human Resource Management (HRM) dimension in international joint ventures. In this investigation, strategic HRM refers to communication systems, staffing, reward and recognition, training, and performance appraisal systems which operate within four successful joint venture (JV) firms. All joint ventures have been formed between two international partners, each from a different national culture. Three of the companies are 50/50 ownership arrangements, while the fourth venture has a 60/40 ownership split between the partners. All four ventures are in the manufacturing sector, although indifferent market niches. In each case, managers in the joint ventures focus on total quality management and high employee involvement in order to enhance product quality and innovation, and to create a more satisfying environment in which employees can contribute to the organization. Collectively, these joint ventures provide an interesting window through which to view strategic HRM operations. In addition to the description of Human Resource policy and practice, the research pursues an understanding of the more evasive questions as to how and why HRM operates as it does. Issues which evolved from the research and are important to a fuller comprehension of HRM in international joint ventures include, among others: the management of the JV-parent relationship; how HRM policy and practice supports or limits parent and JV strategic objectives; the select influence which national culture has on HRM; how corporate culture develops in the JV related to parent influences and JV managerial contributions; and finally, how organizational learning operates at both strategic and tactical levels in each venture.

Joint Operating Agreements (JOA) are well accepted standard agreements in the oil and gas industry. The basic aim of any JOA is to regulate the relationship of the parties in the Joint Venture: Operator and Non-Operators. The former is responsible to perform the operations on the behalf of the consortium and the latter is responsible to contribute with regards to the financial commitments and expenses of the Joint Venture. However, Joint Operation Agreements typically do not reflect the Non-Operator's perspective, as they traditionally focus on the strong position retained by the Operator. This reality is very clear as the most critical clauses (namely management of operations, limitation of liabilities and removal of the Operator) strengthen the Operator's position, often to the detriment of the Non-Operators. In consequence, such an unbalanced agreement can cause uncertainly, raises the potential for litigation and might even jeopardize the very existence of the consortium. It is important to note that some parties might still sign such an imbalanced agreement in order to secure investment into a project but they will be subject to these risks, and even ultimately termination of the agreement. However, the decline of production and the lack of new reserves (which together reflect the maturity of an oil and gas area) will lead major companies to leave such region in search for a province with greater rewards. As a matter of consequence, the strongest party of the JOA shall be replaced by smaller companies so as there will be a shift on the JOA context from a dominant position for another in equitable terms. Consequently, there is a need for a new and more balanced approach to the negotiation of Joint Operating Agreements, to apply to new, current operations and mature operations, where the Non-Operator's perspectives are fully considered and properly addressed.

Forming partnership networks has become a hot topic for both researchers and practitioners over the last decade. Many researchers have focused on the model types, processes and key success factors of forming various networks while more researchers have investigated the factors influencing their formation. However, not much is known about why partnership networks are formed and how they work. The aim of this research is to explore the processes and key success factors by comparing two different types of partnership networks. The "Five-Cs" conceptual framework is used to investigate and test the given partnership networks. The Five-Cs are consciousness, contention, connectivity, constitution and continuity. A number of key aspects and success factors related to forming partnership networks at different formation stages are examined. Finally, suggestions for the conceptual framework in forming partnership networks are made for both model modification and to assist managers strategic decision making and daily operation. / Thesis (DoctorateofBusinessAdministration)--University of South Australia, 2007.

Thesis (PhDBusinessandManagement)--University of South Australia, 2004.