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The Use of Joint Ventures as a Strategic Tool for Multinational Companies

Volker Kupper

ISBN 10: 364034734X / ISBN 13: 9783640347346
Published by GRIN Verlag
New Condition: New Paperback
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Paperback. 72 pages. Dimensions: 8.1in. x 6.1in. x 0.3in.Bachelor Thesis from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1, 0, Edinburgh Napier University (Edinburgh Napier University), language: English, comment: Die Bachelorarbeit wurde in Deutschland als Diplomarbeit anerkannt. Sie wurde in Kooperation zwischen der Fachhochschule Aachen und der Edinburgh Napier University durch mich erstellt. , abstract: The dissertation covers the field of competitive collaboration by focusing on Joint Ventures. It identifies the strategic usefulness for multinational companies by evaluating critical success factors and pre-conditions. Due to increasing pressure from the business environment the trend of competitive collaboration has accelerated. In this context, Joint Ventures were identified as a potential field of investigation. The apparent contradiction of cooperating with a competitor evoked the discussion of potential risks. It was questionable whether companies do so loose some of its sovereignty. This question created the incentive to identify essential requirements when forming a Joint Venture. By analysing the available literature, Joint Ventures were identified as a strategic tool for multinational companies to achieve competitive advantage. It was outlined that the risks that come along with competitive collaboration can be minimized if the preconditions of Joint Venture creation are considered adequately. Moreover, the analysis clarified the need for explicit responsibilities for each sub-process when forming a Joint Venture. The analysis of a specific case highlighted the essential learning potential from past cooperations in order to succeed over the long term. Finally, the analysis showed that well structured and re-arranged measures leverage the benefits of competitive collaboration. It was identified, that a loss of sovereignty only occurs if the alliance is managed poorly. It was recommended that a three stage model, including the sub-processes alliance pla This item ships from multiple locations. Your book may arrive from Roseburg,OR, La Vergne,TN. Bookseller Inventory # 9783640347346

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Title: The Use of Joint Ventures as a Strategic ...

Publisher: GRIN Verlag

Binding: Paperback

Book Condition:New

Book Type: Paperback

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Bachelor Thesis from the year 2008 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Edinburgh Napier University (Edinburgh Napier University), language: English, comment: Die Bachelorarbeit wurde in Deutschland als Diplomarbeit anerkannt. Sie wurde in Kooperation zwischen der Fachhochschule Aachen und der Edinburgh Napier University durch mich erstellt. , abstract: The dissertation covers the field of competitive collaboration by focusing on Joint Ventures. It identifies the strategic usefulness for multinational companies by evaluating critical success factors and pre-conditions. Due to increasing pressure from the business environment the trend of competitive collaboration has accelerated. In this context, Joint Ventures were identified as a potential field of investigation. The apparent contradiction of cooperating with a competitor evoked the discussion of potential risks. It was questionable whether companies do so loose some of its sovereignty. This question created the incentive to identify essential requirements when forming a Joint Venture. By analysing the available literature, Joint Ventures were identified as a strategic tool for multinational companies to achieve competitive advantage. It was outlined that the risks that come along with competitive collaboration can be minimized if the preconditions of Joint Venture creation are considered adequately. Moreover, the analysis clarified the need for explicit responsibilities for each sub-process when forming a Joint Venture. The analysis of a specific case highlighted the essential learning potential from past cooperations in order to succeed over the long term. Finally, the analysis showed that well structured and re-arranged measures leverage the benefits of competitive collaboration. It was identified, that a loss of sovereignty only occurs if the alliance is managed poorly. It was recommended that a three stage model, including the sub-processes "alliance pla

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