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The gap between higher learning practices and business expectations in terms of preparing engineering, technology, and business students is significant. This paper offers an innovative approach toward narrowing that gap. The approach offered stresses an open system orientation and partnerships between business and education. This approach was utilized successfully, resulting in win-win outcomes for both business and higher education. The results of a mini-case study are presented and their implications are discussed.

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Internationaliseringen av näringslivet har lett till att svenska företag tenderar att samarbeta mer med andra bolag. Exempel på en sådan samarbetsform är joint ventures, det innebär att två eller fler företag bildar ett nytt samägt bolag. Syftet med denna studie är att undersöka om det uppstår abnormal avkastning hos svenska företag vid tillkännagivandet av ett ingått joint venture. Vidare undersöks som underliggande faktorer om nationella och internationella joint ventures och relativa storleksskillnaden mellan moderbolagen påverkar en eventuell abnormal avkastning. Studien är kvantitativ och för att undersöka marknadsreaktionen används en eventstudie. Urvalet består av 198 joint ventures från perioden 2000-2016 som ingåtts av företag noterade på NASDAQ OMX Stockholm large, mid och small cap. Resultatet visar att det generellt uppstår en positiv abnormal avkastning i samband med tillkännagivandet av ett ingått joint venture. Dock tycks ingen av de undersökta faktorerna vara drivande bakom marknadsreaktionen.

La recherche sur la coopération internationale inter-firmes a pris son envol en 1988 lors de la publication d’un numéro spécial de Management International Review, et de deux articles théoriques populaires de Kogut (1988) et Hennart (1988) dans Strategic Management Journal. Plusieurs numéros spéciaux ont été par la suite consacrés à ce sujet dans les revuesréputées en sciences de gestion (par exemple : Management International Review, 1990 ; Academy of Management Journal, 1996 ; Journal of International Business Studies, 1996).Depuis lors, les managers appréciant la coopération inter-firmes dans les opérations d’investissement à l’étranger, la recherche sur la coentreprise ou Joint-venture Internationale (JVI) continue à s’approfondir. Notre recherche doctorale porte sur le courant récent et prometteur de la survie-interruption des JVI. Nous cherchons à étudier l’impact des expériences passées du partenaire sur la survie de la JVI dans le contexte d’un pays émergent, le Vietnam. Sur la base de la théorie del’apprentissage organisationnel, nous développons un cadre conceptuel de l’apprentissage d’expériences du partenaire. Ensuite, nous proposons un modèle et dix-huit hypothèses de recherche liées aux retours positifs des différents types d’expériences globales, spécifiques et vicariantes du partenaire sur la survie-interruption de la JVI. Les résultats de notre étude empirique sur la population des 2378 JVI au Vietnam nous permettent de constater le rôle indéniable des expériences sur la survie-interruption de la JVI du double point de vue du partenaire étranger et du partenaire local.A partir de modèles de survie de Cox estimés dans cette recherche, nous constatons que ce ne sont pas les expériences globales, mais les expériences spécifiques du partenaire qui influencent directement la survie de la JVI. Il s’agit des expériences du même mode d’entrée, du même type de répartition du capital, dans le même secteur d’activité, avec le même partenaire ou des liens répétés entre les partenaires et les expériences vicariantes du partenaire. Ainsi, la performance d’expériences passées liées aux anciens investissements (en activité ou interrompus) a des impacts sur la longévité de la JVI.Cependant, l’orientation (positive ou négative) des impacts se différencie en fonction de la nature d’expériences accumulées et du point de vue du partenaire étranger ou local. Nous constatons que les expériences du partenaire local sont plus bénéfiques : à l’exception de celles d’interruption dans le passé, la plupart contribuent à la longévité de la JVI. La JVI profite également des expériences du même mode du partenaire étranger, et notamment des liens répétés entre les partenaires. Contre nos attentes, les expériences du même type du partenaire étranger n’ont pas d’impact, et celles du même secteur sont très défavorables à la survie de la JVI. / Our doctoral research focuses on the survival of international Joint venture (JVI). We analyze the impact of partner’s past experiences on the survival of JVI in the context of an emerging country of Vietnam. Based on the theory of organizational learning, we develop a conceptual framework for the partner’s experiential learning. Then, we propose a research model and eighteen hypotheses related to positive feedback from various types of partner’s global, specific and vicarious experiences on the survival of JVI. The results of our empirical study on the population of 2378 JVI in Vietnam confirm the important role of foreign and local partner’s experiences on the survival of the JVI. According to Cox survival models, we find that it is not the partner’s global experiences, but the specific experiences influencing directly the survival of the JVI. These are their experiences in the same entry mode, the same type of capital allocation, in the same industry, with the same partner or repeated links between partners and vicarious experiences. The performance of partner’s experiences related to older investments (actually in activity or terminated) has also an impact on the longevity of the JVI.However, the direction (positive or negative) of these impacts differs depending on the nature of experiences and from the point of view of the foreign or local partner. We find that the local partner’s experiences are more beneficial than those of foreign partner: excepting of termination experiences, all of local partner’s experiences contribute to the longevity of theJVI. The JVI is also benefiting from experiences in the same entry mode of foreign partners, particularly repeated links between partners. Against our expectations, foreign partner’s experiences in the same type and in the same industry of JVI are unfavorable to the survival of the JVI.

As competitive advantage is becoming more difficult to reach in the intense business world of today, many companies are turning towards cooperation to enhance their performance. A common way to achieve cooperation between firms has been through strategic alliances, where firms can fill their gaps in terms of resources and create common strategies for success. When creating a common legal organization, it is usually done through a joint venture. Joint ventures are often used as a way for private firms to expand internationally. However, lately it is not only the private organizations that are facing this competitive business climate, but the historical view on the public sector as being inefficient and rather bureaucratic in its coordination of business development, has also put an emphasis on markets and competition in the public sector. This has lately resulted in joining forces with the private sector, to create public-private joint ventures. As the literature published on the nature of these public-joint venture is still limited to few studies and cases, this called for further exploration of the phenomena. Thus, this study aimed at exploring the dynamics of strategic alliances in a public-private joint venture. More specifically, this was done by looking at a public-private joint venture consisting of a municipality and the enterprise, using the case of Tillväxt Lidköping AB. By exploring these dynamics, the research wished to gain insight into the motives and objectives of why firms enter, stay and leave a public-private joint venture, as well as success factors and risk of failures. This was done through answering the following research question: How do the dynamics of strategic alliances unfold in a public-private joint venture? Through a qualitative case study with data collected from semi-structured interviews, this study operated inductively but in constant comparison with existent literature to formulate a model of the dynamics of strategic alliance in a public-private joint venture. The model includes a process starting with the motives and objectives to why companies and individuals engage in a public-private joint venture. After, influenced by the motives and objectives, the actual operation of the public-private joint venture including membership, strategies and management is presented, to end the process with impact of growth and cooperation. The practical contributions of this study will help managers of public-private joint venture with tools, such as how to avoid certain pitfalls and fill crucial positions. In term of theoretical contributions, this study added in exploring the gap of public-private joint venture by providing a conceptual model, as well as gave additional insights to how public-private joint ventures relates with social network theory. Moreover, the study provides policy implications, foremost for municipal and governmental bodies on how better access to centralized services can be implemented. Providing one place where all services can be accessed, can if successful facilitate smoother information sharing and enhanced competitive advantage.

by Lam Wai Hung, Even. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 62-63). / ABSTRACT --- p.ii / TABLE OF CONTENT --- p.iii / LIST OF TABLES --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- UPDATE SITUATION IN THE PEOPLE'S REPUBLIC OF CHINA (PRC) --- p.5 / Recent development of Special Economic Zones --- p.5 / New Classification of Enterprises --- p.7 / Foreign Funded Enterprises (FFEs) in 1992 and 1993 --- p.10 / More developing zones to be opened --- p.13 / Labor in China --- p.14 / Chapter III. --- THEORETICAL BACKGROUNDS --- p.21 / Reviews on Western Motivation Theories --- p.21 / Chapter - --- Need Theories --- p.21 / Chapter - --- Expectations --- p.23 / Chapter - --- Reinforcement Theory --- p.24 / "Motivation, Ability and Performance" --- p.25 / Western Motivation Theories Applied to Chinese Cultural Context --- p.31 / Chapter IV. --- THE STUDY --- p.34 / Aim --- p.34 / Methodology --- p.35 / Sampling --- p.37 / Chapter V. --- QUESTIONNAIRE --- p.41 / Chapter VI. --- RESULT AND FINDINGS --- p.44 / Findings --- p.50 / Chapter VII. --- MANAGERIAL IMPLICATIONS --- p.56 / BIBLIOGRAPHY --- p.62 / APPENDIX

by Lau Pui-yin & Lee Hon-cheung. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 88-92). / ABSTRACT --- p.iv / TABLE OF CONTENTS --- p.vi / LIST OF TABLES --- p.viii / ACKNOWLEDGMENT --- p.ix / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Retailing Trend in China --- p.1 / Research Objectives --- p.4 / Chapter II. --- METHODOLOGY --- p.5 / Primary Research --- p.5 / Secondary Research --- p.7 / Chapter III. --- LITERATURE REVIEW --- p.8 / Chapter IV. --- ENVIRONMENTAL ANALYSIS --- p.13 / Political Environment --- p.13 / Historical Environment --- p.14 / Geographical Environment --- p.16 / Socio- cultural Environment --- p.17 / Regulatory Environment --- p.18 / Regulations for FIDSs --- p.18 / Tax regime for the FIDSs --- p.20 / Co-operative Joint Ventures Approved by the Municipal Government --- p.23 / Demographic Environment --- p.25 / Population --- p.25 / Working Population --- p.32 / Illiteracy Rate --- p.33 / Economic Environment --- p.34 / Economic Performance --- p.34 / Income Level and Living Standard --- p.36 / Market Potential --- p.39 / Infrastructural Environment --- p.45 / A Concluding Comment --- p.48 / Chapter V. --- INDUSTRY ANALYSIS --- p.49 / Supplier --- p.49 / Buyer --- p.55 / Substitute --- p.62 / New Entrants --- p.66 / Intensity of Rivalry among Existing Competitors --- p.70 / Chapter VI. --- INDUSTRY ATTRACTIVENESS AND FUTURE TRENDS --- p.79 / Chapter VII. --- RESEARCH LIMITATIONS --- p.85 / Chapter VIII. --- FUTURE RESEARCH AREAS --- p.87 / BIBLIOGRAPHY --- p.88

by Lee Hon-man Eric, Lee Kin-man Samson. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 106-107). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF EXHIBITS --- p.v / ACKNOWLEDGMENTS --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Joint Venture Manufacturing in Southern China --- p.1 / Research Objectives --- p.3 / Chapter II. --- LITERATURE REVIEW --- p.5 / Background of Joint Venture Investments in Southern China --- p.5 / General Problems of Manufacturing Joint Ventures in Southern China --- p.8 / Socialist Chinese Manufacturing Management --- p.10 / Chapter III. --- RESEARCH METHODOLOGY --- p.13 / Questionnaire Survey --- p.13 / Case Study --- p.15 / Chapter IV. --- RESEARCH FINDINGS --- p.16 / Questionnaire Survey --- p.16 / Company Description and Background Information --- p.17 / Sales Forecasting --- p.20 / Production Planning and Scheduling … --- p.22 / Shop Floor Control…… --- p.27 / Materials Management --- p.29 / Comments Received in Questionnaire Survey --- p.31 / Limitations of Questionnaire Survey --- p.32 / Case Study --- p.33 / Chapter V. --- SUMMARY AND CONCLUSIONS --- p.36 / APPENDIX 1 TYPES OF MANUFACTURING JOINT VENTURE IN SOUTHERN CHINA --- p.41 / APPENDIX 2 SATISFYING LABOR LAW IN CHINA --- p.46 / APPENDIX 3 COMPARING MANUFACTURING PRACTICES IN CHINA AND SOUTH KOREA --- p.51 / APPENDIX 4 QUESTIONNAIRE --- p.53 / APPENDIX 5 SUMMARY OF QUESTIONNAIRE RESPONSES --- p.79 / BIBLIOGRAPHY --- p.106