Performance Issues in U.S.—China Joint Ventures

Based on an in-depth study of U.S.-China joint ventures, this article offers some insights into the performance of such international business relationships. While the conventional literature treats government as an amorphous aspea of the political-legal environment, in this case government is an active participant and influence in the performance of international joint ventures (UVs). It has both a constraining and enabling effect on LJV structure, strategy, and performance. For example, limits can be placed on ownership shares of joint ventures and on prices of the output. At the same time, government can cooperate with LJVs and foreign parent companies by creating partners for foreign parent companies, acting as major customers, and improving financial performance by lowering taxes.

[1]  Stephen Tallman,et al.  Control and Performance in International Joint Ventures , 1997 .

[2]  N. Campbell,et al.  Joint ventures in the people's republic of China , 1994 .

[3]  Paul W. Beamish,et al.  The Characteristics of Joint Ventures in the People's Republic of China , 1993 .

[4]  O. Andersen.  On the Internationalization Process of Firms: A Critical Analysis , 1993 .

[5]  Arvind Parkhe.  “Messy” Research, Methodological Predispositions, and Theory Development in International Joint Ventures , 1993 .

[6]  Haiyang Chen,et al.  Impact of U.S.-China Joint Ventures on Stockholders' Wealth by Degree of International Involvement , 1992 .

[7]  W. Shan,et al.  Environmental Risks and Joint Venture Sharing Arrangements , 1991 .

[8]  Nigel Campbell,et al.  Selling Machinery to China: Chinese Perceptions of Strategies and Relationships , 1991 .

[9]  J. M. Geringer,et al.  Measuring Performance of International Joint Ventures , 1991 .

[10]  O. Shenkar,et al.  International joint ventures' problems in China: Risks and remedies , 1990 .

[11]  Mary B. Teagarden,et al.  Sino–Foreign Strategic Alliance Types and Related Operating Characteristics: Implications for Research and Practice , 1990 .

[12]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[13]  N. Adler,et al.  In Search of Appropriate Methodology: From Outside The People's Republic of China Looking In , 1989 .

[14]  Gary L. Frazier,et al.  Dealer Dependence Levels and Reciprocal Actions in a Channel of Distribution in a Developing Country , 1989 .

[15]  N. Campbell.  A strategic guide to equity joint ventures in China , 1989 .

[16]  Mary B. Teagarden,et al.  The transfer of human resource management technology in Sino‐U.S. cooperative ventures: Problems and solutions , 1988 .

[17]  William H. Davidson,et al.  Creating and Managing Joint Ventures in China , 1987 .

[18]  Paul W. Beamish,et al.  Equity Joint Ventures and the Theory of the Multinational Enterprise , 1987 .

[19]  A. Coughlan,et al.  International Market Entry and Expansion via Independent or Integrated Channels of Distribution , 1987 .

[20]  H. Gatignon,et al.  Modes of Foreign Entry: A Transaction Cost Analysis and Propositions , 1986 .

[21]  H. Gatignon,et al.  Modes of entry: a transactions cost analysis and propositions , 1986 .

[22]  D. Bannister.  Issues and approaches in personal construct theory , 1985 .

[23]  C. Hardy.  Organizations: Rational, Natural and Open Systems , 1983 .

[24]  J. Killing,et al.  Strategies for joint venture success , 1983 .

[25]  S. Cavusgil,et al.  Decision‐Making for International Marketing: A Comparative Review , 1982 .

[26]  Jay R. Galbraith.  Designing Complex Organizations , 1973 .

[27]  A. Chandler,et al.  Strategy and Structure: Chapters in the History of the Industrial Enterprise , 1962 .

[28]  J. R. French,et al.  The bases of social power. , 1959 .