Performance and network governance in international joint ventures
Case studies of three China-New Zealand joint ventures
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This study examines the relationships between performance, evolution and network governance of international joint ventures from a dynamic perspective. This is accomplished with a two-stage examination of case studies on the China-New Zealand joint ventures in China, involving two case studies in the first stage and one case study in the second stage.The exploratory and narrative research aims to aid theory building in the area of assessment and determination for IJV performance. In an investigation of the case IJVs between the Chinese and New Zealand firms, the study results in the developmen...
This study examines the relationships between performance, evolution and network governance of international joint ventures from a dynamic perspective. This is accomplished with a two-stage examination of case studies on the China-New Zealand joint ventures in China, involving two case studies in the first stage and one case study in the second stage.The exploratory and narrative research aims to aid theory building in the area of assessment and determination for IJV performance. In an investigation of the case IJVs between the Chinese and New Zealand firms, the study results in the development of three conceptual models of IJV performance and network relationships, namely, the Static Goal Model, the Goal Succession Model, and the Goal Emergence Model. These conceptual models adopt goal attainment as the criterion for assessing IJV performance, and address goal attainment from a dynamic perspective by using a network approach. The theoretical models are illustrated and supported by the empirical evidence from the longitudinal case studies.
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