Geringer, J. M. 1988. Joint venture partner selection: Strategies for developed countries. Westport, CT: Quorum Books. Geringer, J. 1991. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business Studies, 22 (1): 41–63. CrossRefGoogle Scholar. & Hebert, L. 1989. Control and performance of international joint ventures. Journal of International Business Studies, 20 (2): 235–255. Strategic motives and partner selection criteria in international joint ventures in Turkey: Perspectives of Western firms and Turkish firms. Journal of Global Marketing, 13 (3): 53–92.
Joint Venture Partner Selection: Strategies for Developed Countries (1988) 5 59. K. J. Hladik. International Joint Ventures: An Economic Analysis of . Foreign Business Partnerships (1985). Yet this raises the fundamental question: Why would one firm voluntarily enter into a JV if it did not want the partner to provide and manage the resources and capabilities it originally sought?
John Michael Geringer, American economist, educator. Recipient decade award Academy International Business, 1999, Distinguished Teaching award California Polytechnic, 2001, International Educator award California Polytechnic, 2005. Member Academy Management, Strategic Management Society, Licensing Executives Society, Western Academy Management, Association Japanese Business Studies. Because the right partner remains the primary determinant of the success or eventual failure of a joint venture partnership, Joint Venture Partner Selection will profit every manager and executive involved in the complex partner selection process. Author J. Michael Geringer identifies the criteria that must be considered when choosing the right partner, analyzes each criteerion in depth, and evaluates the weight to be given to each factor in the overall decision-making process.
First Online: 01 September 1989.
Because the right partner remains the primary determinant of the success or eventual failure of a joint venture partnership, Joint Venture Partner Selection will profit every manager and executive involved in the complex partner selection process.
Replicating Geringer and Herbert’s (1989) conceptual model of IJV control dimensions, namely, mechanisms, extent and focus, this study examined the dynamic nature of IJV control in a new context. To address this limitation, this study focussed on IJVs between an emerging and developed country.
Joint venture partner selection Strategies for developed countries. Strategies for joint venture success. Joint Ventures: Theoretical and Emperical Perspectives’, Strategic Management Journal,Vol. 9, Pg319-332 Richard N. Osborn,. and John Hagedoorn, 1997. The and evolutionary dynamics of interorganizational alliances and networks’. Academy of management journal.
Partner selection for joint-venture agreements. R G Williams and M M Lilley. The selection of partners for joint ventures poses many problems for potential participants. A changing business environment brought about by the single European market, the North American freetrade area and the opening of markets in the former Communist countries will encourage many companies to broaden their horizons into new countries and markets. In such environments, international joint ventures are likely to be a popular means of extending business activities while sharing risk and expertise. Vol XXII (1980) Geringer, J M ‘Partner selection criteria for developed country joint ventures’ Bus. Quart.
Joint venture partner selection: strategies for developing countries. and Herbert, L. (1991). Measuring performance of international joint ventures, Journal of. International Business Studies, 22 (2), 249-263. It is believed that joint ventures in these countries suffer more conflicts and performance problems than joint ventures in developed countries. The study reported here is intended to fill this void.
Joint Venture Partner Selection: Strategies for Developed Countries. ventures‟, in J. Child and Y. Lu (eds), Management Issues in China: International Enterprises, London: Rutledge, pp. 106–27 Anderson, E. (1990), „two firms, one frontier: On assessing joint venture performance‟