Steven Arvid Scherling and Olivia L.H. Wang
The complexity and competitiveness of global business is increasingly being managed by international strategic alliances. As a result, the two central tenets of…
Abstract
The complexity and competitiveness of global business is increasingly being managed by international strategic alliances. As a result, the two central tenets of market‐based‐capitalism, that competitive market forces ensure optimum innovation‐led growth and that individual firms can best accomplish this by competition rather than cooperation, are being re‐examined. These tenets directed management in an elaborate process of alliances control, which is now giving way to a system of control based on trust. The economic model explaining the formation of alliances and the research on joint venture alliances are discussed. This is followed by a discussion of trust and a process‐approach to trust development. Finally, a case methodology to examine evolving IJV relationships is proposed.
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IT has long been the aim of aero‐engine designers to reduce the number of external pipes and this has been accomplished to some degree by the introduction of internal oil and…
Abstract
IT has long been the aim of aero‐engine designers to reduce the number of external pipes and this has been accomplished to some degree by the introduction of internal oil and coolant passages. But for all that, there are still a considerable number of pipes attached to the outside of most aero‐engines and it will be obvious that the correct maintenance of these is of paramount importance.
DYNAMIC balancing has become an important function in the production and repair of gas turbines used in aircraft. It is now general practice to dynamic balance every turbine wheel…
Abstract
DYNAMIC balancing has become an important function in the production and repair of gas turbines used in aircraft. It is now general practice to dynamic balance every turbine wheel and impeller assembly before fitting to the engine. Maintenance engineers, while having a background in the theory of vibrations caused by unbalance, must now know the practical side of dynamic balancing, since it is almost impossible to carry out a major overhaul without checking the balance of the rotating assemblies.
Erdener Kaynak, Ali Kara and Syed Akmal Hyder
International alliances are becoming an increasingly important and recognized means of conducting business. Once viewed primarily as a strategy to enter foreign markets, alliances…
Abstract
International alliances are becoming an increasingly important and recognized means of conducting business. Once viewed primarily as a strategy to enter foreign markets, alliances have become a very effective way for established businesses to accelerate technological development, enhance productivity and lower investment risks. In many ways joint ventures offer the most attractive form of trade alliance and a significant portion of the international joint ventures are in the service sector. Although, services are generally viewed by academicians and practitioners differently than products, this apparent difference has been neglected in the study of joint ventures formation and operations. Since the basic conditions and scope for services and products differ, one can expect that joint venture partners' interest and management strategies for service joint venture will also differ. Thus, the purpose of this study is to discuss and identify major research issues in studying service joint ventures. Some research propositions in regard to the service joint ventures are developed. Furthermore, future research avenues in international service joint venture operations are delineated.
Alexander H. Wisgickl and Jonas Puck
Building on transaction cost economics (TCE) and recent critique on international business (IB) research, we intend to sharpen our knowledge on the application of TCE in entry…
Abstract
Purpose
Building on transaction cost economics (TCE) and recent critique on international business (IB) research, we intend to sharpen our knowledge on the application of TCE in entry mode studies.
Methodology/approach
We develop a two-sided model of transaction costs by considering the multinational corporation (MNC) and the local partner.
Findings
Overall, we illustrate that the decisions firms undertake are not always in line with traditional MNC-centric TCE reasoning. Specifically, we identify three situations when “traditional” TCE predicts transaction costs lower than they actually are. Based on our findings we derive implications for future TCE studies.
Originality/value
Our study is among the first to highlight the relevance of potential partners’ transaction costs during market entry. Our model of dually impinged transaction costs is supposed to guide future research and can be of direct use to firms assessing costs of entry.
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IN the past designers and draughtsmen have been inclined to regard wire locking as the Cinderella of locking devices. The practical man frowned on the method and looked upon the…
Abstract
IN the past designers and draughtsmen have been inclined to regard wire locking as the Cinderella of locking devices. The practical man frowned on the method and looked upon the results as machinery tied together with pieces of wire. In recent years, however, wire locking has without doubt established itself as an important and prominent form of locking in the aircraft world. Today its position is enhanced by the introduction of the gas turbine, which employs wire locking on practically external fuel and oil pipes.
An empirical study was conducted to determine the thermal fatigue behaviour of 1.27 mm pitch, J‐bend and gullwing surface mount solder joints, manufactured with four…
Abstract
An empirical study was conducted to determine the thermal fatigue behaviour of 1.27 mm pitch, J‐bend and gullwing surface mount solder joints, manufactured with four low‐temperature solders. Selected solder alloys were: 58Bi‐42Sn (wt %), 43Sn‐43Pb‐14Bi, 52ln‐48Sn and 40ln‐40Sn‐20Pb. Accelerated thermal cycling was used in conjunction with metallographic analysis and mechanical (pull) strength measurement to test their behaviour. The relative merit of each solder composition was determined by comparing it with 63Sn‐37Pb solder, subjected to identical testing conditions. The strength decreased linearly with increased number of thermal cycles for gullwing solder joints of all four solder alloys. The fatigue lifetime was relatively longer for 58Bi‐42Sn and 40ln‐40Sn‐20Pb than for other alloys, but significantly lower than that obtained with 63Sn‐37Pb solder. No discernible degradation of strength was observed with the J‐bend solder joints of any solder alloy, even after the completion of 6000 thermal cycles. Thermal fatigue resistance of the latter joints was attributed to a more favourable coefficient of thermal expansion (CTE) mismatch. Solder joint cracking occurred only in gullwing components soldered with 52ln‐48Sn, 40ln‐40Sn‐20Pb and 43Sn‐43Pb‐14Bi alloys, after 1000 or 2000 thermal cycles. The crack initiated on the outside surface of the solder fillet, and appeared to propagate through both phases of the microstructure. The stress‐induced heterogeneous coarsening of the microstructure was evident only with 43Sn‐43Pb‐14Bi solder, although not as prevalent as that usually observed with eutectic Sn‐Pb solder. Fatigue cracks were absent from solder joints of 58Bi‐42Sn and 63Sn‐37Pb alloys.
The purpose of this article is to discuss relatively recent approaches to describing the nature of managerial work and identify the skills needed for successful managers and the…
Abstract
The purpose of this article is to discuss relatively recent approaches to describing the nature of managerial work and identify the skills needed for successful managers and the implications of such research for the development of managers.
Bruce A. Heiman, Weining Li, George Chan and Salvador D. Aceves
We explore the effects of three categories of fit on US‐China joint‐venture performance using four performance measures. Many studies prescribe strong fit across multiple…
Abstract
We explore the effects of three categories of fit on US‐China joint‐venture performance using four performance measures. Many studies prescribe strong fit across multiple categories as necessary for high performance, but little rigorous analysis supports this. Three important threads of existing “fit” research resonate in the literature: strategic, cultural and organizational fit. We analyze an original survey dataset of over 80 US‐China JVs, and test for effects of fit‐categories using two measures for each thread. Additionally, multiple control factors give a compelling look at a complete model of fit’s effects on JV performance. Objective congruence (strategic fit) among JV partner‐firms, impacts two performance‐measures. Efficacy of managerial communications (cultural fit) also matters, as does harmony regarding hiring decisions (organizational fit). Our findings are a step forward empirically, and partly resolve persistent questions about partner‐fit in JVs and performance.
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Ali K. Al‐Khalifa and S. Eggert Peterson
Argues that the motivation involved in partner selection must be distinguished from the motivation to enter into a joint venture; the latter may be considered the “ends” dimension…
Abstract
Argues that the motivation involved in partner selection must be distinguished from the motivation to enter into a joint venture; the latter may be considered the “ends” dimension of motivation while the former is concerned with “means”. Thus it is important to distinguish between “task related” factors and “partner related” factors in analyzing the partner selection process. Based on a survey of 42 international joint ventures in Bahrain, respondents rank partner related factors as significantly more important than task factors in selecting a partner. The existence of partner related factors as a separate construct is also confirmed by factor analysis. Further, shows that respondents’ factor scores on four factors are significantly related to the corporate history and characteristics of the corporate partner, and to the personal characteristics of the Chief Executive Officer.