Yes / The aim of the paper is to investigate the role of hybrid entrepreneurship in developing justice and diversity responses to sustainability transitions that are complicated by contexts of ambiguous socio-technological shifts and manifested in material and ethical dilemmas for ‘the other’, i.e., those deemed different. Based on analysis of two original case studies featuring the other—the Nisichawayasihk Cree Nation indigenous community in Canada and the Karachi Down Syndrome Program in Pakistan—we identify the conditions for engaging minority communities in strong collaborative and participatory cross-stakeholder processes to deal with dilemmas posed by sustainability transitions. We centre on issues of social inclusion and social equity. We illuminate how hybrid entrepreneurship practices enable, structure and manage collective learning within and outside hybrid ventures to facilitate equitable transitions. Finally, we propose how to co-create actions that amplify marginalized voices to influence institutions.

Thesis (Ph. D.)--University of Hong Kong, 1992. / "Vol. 1." Includes bibliographical references (leaves 251-256).

published_or_final_version / Real Estate and Construction / Master / Master of Science in Construction Project Management

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / abstract / Real Estate and Construction / Doctoral / Doctor of Philosophy

published_or_final_version / Business Administration / Master / Master of Business Administration

<p>India as a fast growing economy provides great business opportunities. It is considered as one of the most attractive emerging markets. Due to globalization, international business expands and international market is continually converting into boundary less environment. These conditions also affect SMEs. The SMEs are traditionally considered as home based industry but their survival is no more possible with local business. Joint venture is a type of entry mode to foreign markets. This thesis is an attempt to investigate how to improve joint venture relationship between foreign Swedish SME and local Indian firms by identifying and investigating the effecting factors. Throughout our study, the experience of case company Amokael remains focal point. Indian government is still imposing restrictions on certain industries in which foreign firms have to establish business through joint venture. Joint ventures of Swedish SMEs with Indian partners on Indian soil are considered to be critical due to the cultural and societal differences.</p>

El título de este trabajo académico tiene como referencia a una obra maestra del cine: El Padrino de Francis Ford Coppola. Este clásico del sétimo arte es una de esas películas que uno ve cada cierto tiempo y descubre nuevos detalles que en un primer momento no había advertido. Asimismo, es de esas películas que tienen un sinnúmero de frases que se integran a la cultura o al día a día de las personas, frases como “sé cercano a tus amigos, pero más cercano a tus enemigos”, “le haré una oferta que no podrá rechazar”, “deja el arma, toma el cannoli”, entre otros. Precisamente, el título en mención proviene de una línea dicha por Al Pacino en su papel de Michael Corleone, aunque para ser más exactos, la línea reza “No es personal, Sonny, es estrictamente negocios”. / Tesis

Made available in DSpace on 2019-03-29T23:42:06Z (GMT). No. of bitstreams: 0 Previous issue date: 2011-02-02 / For multinational enterprises there are still limitations for the mode of market entry in China, especially in industry-sectors (automotive industry). Enterprises have to follow sector-specific requirements, such as establishing a Joint Venture (JV) with a Chinese partner and sharing the knowledge. This enforced way of collaboration,together with an often unknown business behaviour, causes (cultural) conflicts. The dissertation evaluates how internationalization strategies can be extended in the context of explaining the establishment process of an International JV in China.Because of that, we are going to show the relationships to the institutional environment. The target is to find out the important factors for establishing a JV in China. Therefore, after reviewing the organizational impact of cultural models, we have reviewed the literature about the cultural differences between German and Chinese companies.The findings of the research show,on one hand the reasons for the companies to establish an IJV in China are internationalization advantages, but on the other hand, the requirements of the Chinese Government to establish a JV for entering the Chinese market. As basic factors for German/Chinese JV, we identified the knowledge-networks and ownership advantages. Dependent on the business sector, specific requirements need to be considered. In addition, it is important to know about the business behaviour and the cultural background ofthe Business partner from China.If recognized and used by the enterprise, our proposed framework, which we created during this research process, provides a holistic picture for international companies about establishing an IJV in China.Besidesexplaining the interrelations of the different factors, the framework provides new knowledge and new research findings from our case and can be a useful tool for further researches in China or forlate starter to make successful business in China. Keywords: Internationalization strategies, Joint Venture, Institutions, SWOTAnalysis, OLI, Cross-Cultural Management / Para as empresas multinacionais ainda existem limitações para o modo de entrada no mercado da China, especialmente em setores industriais (indústria automotiva). As empresas devem seguir exigências específicas do setor, como a criação de uma joint venture (JV) com um parceiro chinês e compartilhar o conhecimento. Esta maneira forçada de colaboração, em conjunto com um comportamento empresarial, muitas vezes desconhecido, ocasiona conflitos (culturais).Esta dissertação avalia como as estratégias de internacionalização podem ser ampliadas, no contexto de explicar o processo de criação de umaJV Internacional na China. Por isso, será mostrado as relações com o ambiente institucional. O objetivo é descobrir os fatores importantes para o estabelecimento de uma IJV na China. Portanto, após analisar o impacto organizacional dos modelos culturais, uma revisão da literatura foi realizada sobre as diferenças culturais entre empresas alemãs e chinesas. Os resultados da pesquisa mostram, por um lado,que as vantagens da internacionalização são as razões para as empresas a estabelecer uma IJV na China, por outro lado, as exigências do governo chinês para estabelecer uma JV para entrar no mercado da China. Como fatores básicos para uma IJV Alemã-Chinesa, identificamos o conhecimento de redes e vantagens da propriedade. Dependendo do setor, requisitos específicos precisam ser considerados. Além disso, é importante conhecer sobre o comportamento empresarial e dobackground cultural da empresa parceirana China. Se reconhecida e utilizada pela empresa, o frameworkproposto nesta pesquisa fornece um retrato global para as empresas internacionais sobre a criação de uma IJV na China. Além de explicar as inter-relações dos diferentes fatores, o framework oferece novos conhecimentos e resultados provenientes do caso descrito neste estudo e pode ser uma ferramenta útil para futuras pesquisas na China ou para empresas que iniciaram mais tarde para fazer negócios de sucesso na China. Palavras-chave: Estratégias de internacionalização; Joint Venture, Instituições, Análise SWOT, OLI, Gestão transcultural