Success predictor for international joint ventures in Vietnam

Emerald - 2012
CaoMinh Tri1
1Human Resources, University of Economics and Finance, Ho Chi Minh City, Vietnam

Tóm tắt

PurposeThe purpose of this paper is to determine a success predictor for Vietnam‐based international joint ventures (IJVs).Design/methodology/approachUsing the multiple case study method, seven successful IJVs in Ho Chi Minh City – Vietnam's largest and most economically dynamic metropolitan area – were examined by reviewing their business records and by personal interviews with senior management and staff. Two specific types of data collection procedures were applied: methodological triangulation (using multiple methods of data capture: in‐depth interviews, non‐participation observation during visits, and analysis both of companies' internal and external documents) and data triangulation (using a variety of data sources: spreading out during a 30‐month period and involved 75 in‐depth face to face interviews).FindingsSuccessful IJVs in Vietnam usually use four popular control mechanisms. Action‐control, result‐control, and personnel‐control mechanisms co‐exist in a closely‐knit environment yet still influence each other in a process assisted by relationship control mechanism. As a condition for success, an IJV should have at least one control mechanism at a high level of importance with no control mechanisms positioned at a low level of importance.Originality/valueThose who are building successful IJVs in Vietnam should first determine proper control mechanisms necessary for IJV success. It also proves useful and helpful if investors and local government use these results to jointly develop successful IJVs for the benefit of Vietnam's economy and society.

Từ khóa


Tài liệu tham khảo

Al‐Khalifa, A.K. and Peterson, S.E. (2004), “On the relationship between initial motivation, and satisfaction and performance in joint ventures”, European Journal of Marketing, Vol. 38 No. 1, pp. 150‐74.

Barden, J.Q., Steensma, H.K. and Lyles, M.A. (2005), “The influence of parent control structure on parent conflict in Vietnamese international joint ventures: an organizational justice‐based contingency approach”, Journal of International Business Studies, Vol. 36 No. 2, pp. 156‐74.

Buchel, B., Prange, C., Probst, G. and Ruling, C.‐C. (1998), International Joint Venture Management: Learning to Cooperate and Cooperating to Learn, Wiley, Singapore.

Choi, C.‐B. and Beamish, P.W. (2004), “Split management control and international joint venture performance”, Journal of International Business Studies, Vol. 35 No. 3, pp. 201‐15.

Demirbag, M. and Mirza, H. (2000), “Factors affecting international joint venture success: an empirical analysis of foreign‐local partner relationships and performance in joint ventures in Turkey”, International Business Review, Vol. 9 No. 1, pp. 1‐35.

Fogler, R.M. and Reichert, E.L. (2002), “Establishing strategic alliances and joint ventures”, The Colorado Lawyer, Vol. 31 No. 5, p. 65.

Geringer, J.M. and Hebert, L. (1989), “Control and performance of international joint ventures”, Journal of International Business Studies, No. 20, pp. 235‐54.

Groot, T.L.C.M. and Merchant, K.A. (2000), “Control of international joint ventures”, Accounting, Organizations and Society, No. 25, pp. 579‐607.

Jaussaud, J. and Schaaper, J. (2006), “Control mechanisms of their subsidiaries by multinational firms: a multidimensional perspective”, Journal of International Management, Vol. 12, pp. 23‐45.

Kauser, S. and Shaw, V. (2004), “The influence of behavioral and organizational characteristics on the success of international strategic alliances”, International Marketing Review, Vol. 21 No. 1, pp. 17‐52.

Kuma, S. and Seth, A. (1998), “The design of coordination and control mechanisms for managing joint venture – parent relationships”, Strategic Management Journal, No. 19, pp. 579‐99.

Larimo, J. (2003), “International joint venture strategies and performance in Asian countries”, available at: http://blake.montclair.edu/∼cibconf/ (accessed 25 September 2006).

Le, N.H. (2009), “Foreign parent firm contributions, experiences, and international joint venture control and performance”, International Management Review, Vol. 5 No. 1, pp. 56‐69.

Lu, J.W. and Hébert, L. (2005), “Equity control and the survival of international joint ventures: a contingency approach”, Journal of Business Research, Vol. 58 No. 6, pp. 736‐45.

Rod, M. (2009), “A model for the effective management of joint ventures: a case study approach”, International Journal of Management, Vol. 26 No. 1, pp. 3‐17.

Wang, Q. and Bo, X. (1991), “Analyzing the mechanism of joint – venture and township enterprises in China”, Proceedings of the System Dynamic'91, Bangkok, Thailand, pp. 646‐55.

Yan, Y. and Child, J. (2004), “Investors' resources and management participation in international joint ventures: a control perspective”, Asia Pacific Journal of Management, Vol. 21 No. 3, pp. 287‐304.

Yin, K. (1994), Case Study Research: Design and Methods, Sage, Newbury Park, CA.

Yu, B.T.W. and Ming, T.W (2008), “Effects on control mechanisms on positive organizational change”, Journal of Organizational Change Management, Vol. 21 No. 3, pp. 385‐404.

Johri, L.M. (1998), “Break up and withdrawal from a joint venture”, Managing Joint Ventures: A Euro‐Asian Perspective, ESKA, Paris.

Thông tin
Thông tin xuất bản

Emerald

Thông tin tác giả