Sino-foreign joint ventures:from exogamy to endogamy

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Sino-foreign joint ventures: from exogamy to endogamy Dominique R. Jolly 

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implicatio Purpose ‏تس‎ لتق تزا لبت او ‎Lo‏ ‎implicatio‏ ‎ns‏ Design, ۱۵۵۵0۱ ‏رب‎ ‎approach Findings 

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Definition: Interfirm Alliances each of the partners must accept they are losing some of their autonomy in order to pursue a common goal in a well-specified area LLY 0 CD OV © 1. 

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Definition: Interfirm Alliances each of the partners must accept they are losing some of their autonomy in order to pursue a common goal in a well-specified area each partner has to pool a fraction of its own resources for cooperation to take effect 

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Definition: Interfirm Alliances each of the partners must accept they are losing some of their autonomy in order to pursue a common goal ina well-specified area each partner has to pool a fraction of its own resources for cooperation to take effec joint action should produce results that would not occur in the context of independent action OV LLY ) 

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Definition: Interfirm Alliances each of the partners must accept they.are losing some of their autonomy in order to pursue a cofrimon goal in 4 wel-specitied area ACh partner has to pool a fraction of its own resources for cooperation to take jeint-action should produce results that would not occur in the context of dependent actor each partner should conserve a significant part of its global business outside the Pe be 

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edocs vs. Exoyasy Ousic ussucvpiod t 

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Veep Worked Ooretated Quoattaive (enhance vB Dich os proPles ore df Perect یلع اس Retated Quercttaive Gode ePPevts Low os proPies ore Woture oP the jot ‏اس‎ ‎the othr‏ در مود ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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Endogamy \ Exogamy Scale effects Symbiotic effects en Learning opportunities << Relatedness between the profiles of the partners Trate-of ? between ‏مه‎ tes 

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100% م ‎Respective contributions‏ 307 تمس منت 15 0% ‘Workers (0,000) Land and real estate (0,000) Warehouse facilities (0.000) Engineering stafF (0.000) ‘Guanxi with Chinese stakeholders (0.000) [Network of local suppliers (0.000) Managers (0,000) Disteibution channels (0.001) Maintenance tools (0.012) Knowledge of the market (0.169) Marketing expertise (0.936) Production machinery (0.666) HRM methods and techniques (0.143) Financial resources (0.008) ipment (0.006) Reseatch et Anformation systems (0.000) Beand image (0.000) Process technologies (0.000) Manufacturing know-how (0.000) Produet development sills (0.000) Product technologies (0.000) Resouces brouht tie he pid ved by te parker 

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۱5277 272 ELSES Gain acess to production process Technologies (0.000), Gain acess to product tectnologies (0.000) ‘Gain accesso manvfactrng imow:how 0.000), Gain scene to new product models (0.000) ‘Lear HIRM methods and techniques (01000) Gain access to foreign suppliers €.000) Lear fom the partner (0.000) Find channels fo the distibution of products ‘outside China (0.051) Anawer to lal of central goventment pressures (0.192) Gain acess tothe knowledge ofthe market (ons) ‘Bull elationships with tal suppliers (0.038) Gain acess to dition channels in China ‏ام‎ ۳ 0 {Lear avout local Context (0.000) 

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Table. ‏سبط‎ of aring eis اس ‎Standard (Chins average‏ لسن ‎deviation stare x yea of ceation)‏ 0216 067 تالا 06 ۳۳ 2 ‎aon‏ ۳۳ ۳ 11 ۳ ۳ 135 2 288( ‎~(l6‏ نذا 110 127 17 2 00 ۳ ۷ []- ۳ ی 0067 3065( 1 0- )03188 ۳۳ 17 ۳ بر 11 ۳ 1010 اه 08 ها 0 0 ۳ 27( ۵ 115 0- ۳ 1۳ ‎(oR (97‏ تا 008 ~ ۳ 10 2 ۳۳ قلقلا 08- ۲ 19 ‏2 اك م ع اك به جه ماك يع كك ع بم اك أو ص ك ع ك بع ‎Pkt techs Produc development sills ‏تا یکسا‎ Process technologies ‎Brand image ‏دوش‎ ‎Research equipment Financial resources ‎ARM methods nd tetris Production machineries ‏ره تفاس‎ ‎ool of the manet Minteanoe tals Disriuton channels ‏سا‎ ‎Network of eal suppliers Guanxi with Chinese staebolders Engg self ‎Warehouse faites ‎Land and real estate ‎Workers ‎Resort ny te ig ater ‎] press ‎esos brought in by Chinese pater ‎ ‎ 

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Conclusion 1- Sino-Foreign joint ventures are unstable forms of organization 2- Symmetrical relationship between objective of one part and the resource by the other 3- the more recent the partnership , the less the partners contribute with their idiosyncratic resources. 

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Sino-foreign joint ventures: from exogamy to endogamy Dominique R. Jolly Originalit y, value Practical implicatio ns Research limitation s, implicatio ns Purpose Overvi ew Design, methodol ogy, approach Findings Definition: Interfirm Alliances 1. each of the partners must accept they are losing some of their autonomy in order to pursue a common goal in a well-specified area ALLY A ALLY B JOINT CONTROL Equity (or Non-Equity) Joint Venture Definition: Interfirm Alliances 1. 2. each of the partners must accept they are losing some of their autonomy in order to pursue a common goal in a well-specified area each partner has to pool a fraction of its own resources for cooperation to take effect ALLY A ALLY B JOINT CONTROL resources resources Equity (or Non-Equity) Joint Venture Definition: Interfirm Alliances 1. 2. 3. each of the partners must accept they are losing some of their autonomy in order to pursue a common goal in a well-specified area each partner has to pool a fraction of its own resources for cooperation to take effect joint action should produce results that would not occur in the context of independent action ALLY A ALLY B JOINT CONTROL results resources resources Equity (or Non-Equity) Joint Venture results Definition: Interfirm Alliances 1. 2. 3. 4. each of the partners must accept they are losing some of their autonomy in order to pursue a common goal in a well-specified area each partner has to pool a fraction of its own resources for cooperation to take effect joint action should produce results that would not occur in the context of independent action each partner should conserve a significant part of its global business outside the alliance ALLY A ALLY B JOINT CONTROL results resources resources Equity (or Non-Equity) Joint Venture results Endogamy vs. Exogamy Basic assumption profiles of the allies nature of the resources pooled into the alliance type of joint activity kind of expected benefits Nature of the joint venture Endogamy Exogamy Capabilities of the allies Homogeneous Heterogeneous Partners` resource bases Aligned Non-aligned Resources pooled in the cooperation Related Unrelated Complementarities Quantitative Qualitative Benefits from cooperation Scale effects Symbiotic effects Potential learning Low as profiles are similar High as profiles are different Trade-off between alliances types Resources brought into the joint venture by the partners Conclusion 1- Sino-Foreign joint ventures are unstable forms of organization 2- Symmetrical relationship between objective of one part and the resource by the other 3- the more recent the partnership , the less the partners contribute with their idiosyncratic resources.