Creating and Managing International Joint Ventures

By Arch G. Woodside; Robert E. Pitts | Go to book overview

methods. The use of single-informants to learn the strategic focus and strengths of firms may provide unrealistic views and be dependent on the functional position of the respondent. Interviews with multiple executives and employees with different job responsibilities are needed to really understand what is going on, and what is likely to happen, in an enterprise.


REFERENCES

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Clifford Donald K., and Richard E. Cavanaugh ( 1985), The Winning Performance, Toronto: Bantam Books.

Conant Jeffrey S., Michael P. Mokwa, and P. Rajan Varadarajan ( 1990), "Strategic Types, Distinctive Marketing Competencies and Organizational Performance: A Multiple Measures-Based Study", Strategic Management Journal, 11 (5), 365-383.

Dean Richard ( 1990), Interview in Bill Keller, "Capitalism: Big Macs in Moscow", The Times-Picayune, January 28, A-18.

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Dyson Esther ( 1989), "IJVs Realities versus Fiction", Forbes, 144, (December), 114-116.

Franko Lawrence G. ( 1989), "Use of Minority and 50-50 Joint Ventures by United States Multinationals during the 1970's: The Interaction of Host Country Policies and Corporate Strategies", Journal of International Business Studies, 20 (1), 19-40.

Geringer J. Michael, and Louis Hebert ( 1989), "Control and Performance of International Joint Ventures", Journal of International Business Studies, 20 (2), 235-254.

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