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.

A widely held belief is that resource constraints and industry conditions pose severe threats to the performance of entrepreneurial firms. While previous research links resources controlled by these firms to different performance outcomes, extant research on organizational performance often assumes away contextual differences in the allocation of scarce resources by firms to develop and leverage different organizational capabilities. Further, no research has explored the performance implications of resource use, especially for new ventures. The purpose of this study is to bring capabilities to the foreground in the examination of organizational performance for new ventures following an initial public offering (IPO). Building from resource-based theory and contingency theory, I examine the indirect (through capability formation and use) effects that occur within the ‘black box’ between resources and performance for a sample of entrepreneurial firms undertaking an IPO. New theory is offered to explain the formation and performance outcomes of two configurations of organizational capabilities: market-managing capabilities and market-creating capabilities. Human capital is considered, bringing agency into theory explaining capability formation and use. Further, I consider how underlying routines allow resources to be managed for greater value across different industries—conditions that make resources valuable in some contexts and not in others. I find that resource endowments at IPO affect the formation and use of organizational capabilities and that this relationship varies across different industry contexts. Further, I find support for the indirect effect of resources on performance outcomes through capability formation and use. More specifically, I find that adjustments to the configuration of organizational capabilities affect performance prospects over time. Results confirm that capability configurations compete for scarce resources, necessitating tradeoffs in allocation decisions between them. I also find that industry conditions moderate this relationship. By employing an integrative, multidisciplinary approach, this dissertation extends research on the performance effects of resource endowments and capability formation and use for entrepreneurial firms. Further, it contributes to growing research on IPO firms in strategic management and entrepreneurship, especially theoretical and empirical research examining the different firm and industry conditions that affect organizational performance during the period following a firm’s transition into the public arena.

The concept of ¡§Web 2.0¡¨ is starting. It takes ¡§the interaction, the participation, and the sharing¡¨ as the core value.Web2.0 not only creates a unique business model, but also makes many Internet entrepreneurs miracles. Many domestic and international Web2.0 new ventures set up only a few years but have pretty high value. These successful stories attract countless creative young people, they use the Internet as a tool to make their own dreams come true again. The service industry is the core of the industrial structure in Taiwan. But compared to other developed countries, the service industry of Taiwan creates fewer employment opportunities. Taiwanese who lose their jobs are younger and younger. Besides the most special point is the better education they get, the higher unemployment rate it shows. The development of the Web2.0 service industry provides a great solution for industrial restructuring and the improvement of career problems in the future. Funding is the most important factors of the new ventures, but it is difficult for Web2.0 companies to fund because of their special characters. The development of Web2.0 new ventures includes concept formation, company foundation, breakeven and IPO. That can be separated seed, startup, expansion and mezzanine stages. Each stage has its own special funding gap and difficult as follows : 1. Application not permitted, unable to obtain grants or concessionary loans. 2. Little scale and high risk of Web2.0 companies, unable to attract venture capital industry participation. 3. Value of Web2.0 companies is focus on intangible assets, the lack of secured financing. 4. Compared with large enterprises, it is difficult for Web2.0 companies to apply for grants from our government. 5. Lack of resources to contact with famous enterprises or venture capital. Suggestion: 1. Create the ¡¨Web2.0 innovative service R&D program¡¨. 2. Set the ¡¨Web2.0 angel fund¡¨. 3. Enhance Web2.0 companies credit. 4. Provide counseling service for Government subsidies programs. 5. Make a venture capital communication and cooperation platform.

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.

New Zealand is rapidly becoming a strongly multicultural society with nearly one in four of its citizens born overseas (Statistics New Zealand, 2006). Immigrants enter New Zealand under many different classifications, such as skilled migrants, entrepreneurs, investors, and refugees. Finding employment and a means of survival in their new society is an undeniable challenge for most, if not all, of these immigrants and people from refugee backgrounds. Some of them find employment in established Kiwi organisations while others establish their own businesses and become entrepreneurs. A review of the literature revealed that there has been considerable research on entrepreneurial behaviours of immigrants and refugees in general, but little is known about the experiences of entrepreneurs from refugee backgrounds in New Zealand, specifically Afghan entrepreneurs and how their experiences differ from their counterparts who came to New Zealand from other countries. This qualitative research project studies Afghans (N=23) from Christchurch who established their own businesses and the sense they have made of their experiences, both as refugees and as business owners. It also briefly compares the major findings with those of their refugee counterparts from other countries (N=6) to see if there are any major differences between the two groups’ start-up experiences in New Zealand. Participants were selected from those in the Afghan community in Christchurch who are from a refugee background, using a snowballing technique. The comparison group consisted of six refugees from Zimbabwe, Somalia, South Sudan, Ethiopia and Sri Lanka. The findings of this study have been categorised into two parts. The first part discusses the initial experiences of the participants in New Zealand society, how they settled into New Zealand, what strategies they used to integrate into their new society, how they financed their lives in New Zealand, and eventually how they became economically independent. The second part of the findings discusses the motivators behind the participants’ business start-ups, the types of businesses that they established and how these businesses assisted them as a gateway to other business ventures or activities. This section further investigates the challenges the refugees faced during their business start-up stage and the strategies they adopted to address these challenges. The data indicated that, while the Afghan refugees faced many challenges in establishing their own businesses, three were of particular importance to them. These were (1) financial challenges (2) licensing requirements and (3) English language ability for obtaining business licenses. These were different from the comparison group because of the different industries the two groups of business owners chose to start. This research presents a very important finding. When participants’ experiences were examined to see how they account for personal and business success it was clear it is the social fabric of a collectivist and religious way of life and the associated sense of obligation to support each other that are the most significant factors shaping Afghan refugees’ business start-up behaviour. These factors led them to guide and mentor each other towards economic security and a lifestyle that fitted well with their family and religious obligations and self-identity. In addition to showing how Christchurch Afghan refugees’ business start-ups were used as a means to meet their social objectives, this research and the model that emerged from it offer unique insights into three key drivers: economic security, lifestyle–enterprise fit, and self-identity. These factors, together with age and family circumstances, shaped the decisions associated with starting businesses in New Zealand to determine the pathway chosen. The findings of this research are important as New Zealand is opening its doors to more refugees and very little is known about more recent refugee groups like those from Afghanistan. The findings provide a rich and unique contribution to refugee entrepreneurship and enterprise development literature in New Zealand and a model that could be used as a framework for further studies on the subject by those agencies that support refugees and their business start-up ventures as well as government agencies dealing with refugee resettlement and employment.

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.