654 research outputs found
Study of the market for recovered material and energy resources (in the 5-county Group I area)
No full textSECTION I - INTRODUCTION, SUMMARY AND RECOMMENDATION ;
A. Introduction I-1;
B. Market Survey Methodology I-2;
C. Summary of Market Survey Findings I-5;
D. Summary of Recommendations I-6;
SECTION II - EVALUATION OF RESOURCE RECOVERY TECHNOLOGIES ;
A. Introduction II-1;
B. Materials Recovery System. II-1;
C. Energy Recovery Systems II-2;
D. Utilization of Recoverable Energy. II-4;
E. Anticipated Quantities of Recovered Resources II-5;
SECTION III - IDENTIFICATION OF POTENTIAL MARKETS ;
A. Energy Market Development. III-1;
B. Materials Market Development III-2;
SECTION IV - CONDUCT OF THE MARKET SURVEY ;
A. Development and Mailing of the Survey Forms IV-1;
B. Telephone Interviews. IV-1;
C. Plant Interviews IV-2;
SECTION V - RESULTS OF THE MARKET SURVEY ;
A. Markets for Refuse Derived Energy. V-1;
B. Markets for Materials. V-26;
SECTION VI - MARKET/TECHNOLOGY INTERFACE ;
A. Introduction. VI-1;
B. Available Markets and Prevailing Prices VI-1;
C. Proposed Resource Recovery System. VI-2;
D. Recovered Material Specifications VI-2;
E. Capital and Operating Costs. VI-5;
F. Refuse Disposal Costs. VI-7;
SECTION VII - EVALUATION OF ALTERNATIVE APPROACHES TO WASTE STREAM CONTROL ;
A. Introduction. VII-1;
B. Alternative Methods of Waste Stream Control VII-1;
C. Conclusions VII-7;
SECTION VIII- EVALUATION OF FINANCING OPTIONS ;
A. Introduction VIII-1;
B. General Obligations. VIII-1;
C. Revenue Bonds. VIII-3;
D. Private Financing VIII-5;
E. Leverage Lease Revenue Bonds. VIII-6;
F. Conclusion. VIII-7;
SECTION IX - IMPLEMENTATION AGENCY ;
A. Introduction. IX-1;
B. Responsibilities IX-1;
C. Alternative Implementation Agencies. IX-2;
D. Conclusions IX-5;
SECTION X - CONCLUSIONS AND RECOMMENDATIONS ;
A. Findings of the Market Survey. X-1;
B. Recommended Resource Recovery Facilities X-4;
C. Recommended Implementation Strategy X-6;
D. Recommended Implementation Agency X-8;
E. Recommended Financing Strategy. X-8;
F. Recommended Solid Waste Control Strategy X-9;
APPENDICES ;
A. Market Survey Forms ;
B. Market Summary Table ;
C. Conference Record Interviews with Selected Markets ;
D. Letters of Interest ;
Characteristics of the International Joint Ventures in Bulgaria (1989-2003)
No full textPurpose - In response to the need of new knowledge about the international joint venture (IJV), the purpose of this study presents an analysis of the basic characteristics of the IJVs in Bulgaria and the variation of their characteristics depending on the nationality of the foreign partners, coming from three regions: Triad countries (USA, Western Europe and Japan); non-Triad countries; and a mixed region, encompassing combinations of partners from the above two regions. Design/methodology/approach - The advantage of the study is the use of official data from the database, established in cooperation between the author and the National Statistical Institute, on the entire non- homogeneous population of 722 IJVs in the 1989-2003 period. Findings - The generalized results of the study confirm the existence of common trends and trends diverging from those registered in previous studies both on the conventional IJV, set up by foreign and local partners, and on the non-conventional IJV, formed by foreign partners alone. Research limitations/implications - Notwithstanding the generalized results obtained, owing to the coverage of the entire population of IJVs, future studies regarding their characteristics in Bulgaria should have not only structural, but also motivational and outcome variables superimposed. Practical implications - The research can serve for international comparative studies and for the elaboration of national and European Union policies regarding the creation of official databases on the IJVs. Originality/value - With the presentation of new knowledge both on the conventional and on the non-conventional IJVs, the present study extends and supplements the theme regarding the characteristics of the IJVs.Joint Ventures; Strategic Alliances; International Investments; Databases; Economic Changes; Bulgaria
Firm’s Intangible Assets and Multinational Activity: Joint-Venture Versus FDI
No full textThis paper provides a theoretical formalisation of the joint-venture contract, as an alternative to Foreign Direct Investment (FDI), within a Dissipation of Intangible Assets framework. In a two-period, two-country equilibrium model, we discuss how the threat of knowledge spillover shapes the boundaries of a Multinational Enterprise. Similarly to the theoretical findings on the FDI-licensing trade off, we show that Foreign Direct Investment is more likely to emerge when know-how easily spills over – i.e. when firms are endowed with more intangible assets or they belong to high tech industries. Probit estimates, from an entirely new firm-level dataset, constructed by the author, show that the experience of Italian multinationals in Asia is in line with our theoretical predictions.Intangible assets, Internalisation, FDI, Joint-venture, Asia
Joint venture dissolution
No full textJoint ventures invariably encounter with changes in circumstances and conditions that may either frustrate the original goals of the joint venturers or render the undertaking unprofitable or unmanageable. That is why there are no more important provisions of the joint venture agreements than those which govern its termination.Relating to those provisions, the author will refer to considerations that will apply whatever the form of the joint venture.Les contrats de coentreprise (joint venture) et leur exécution recèlent beaucoup de difficultés, indécelables à prime abord, qui peuvent soit rendre l’entreprise non profitable, soit frustrer les cocontractants de leurs objectifs initiaux. Pour cette raison, les clauses les plus importantes dans un contrat de ce genre sont celles qui gouvernement sa cessation.Relativement à ces clauses, l’auteur nous fait part de conseils qui pourront s’appliquer quelle que soit la forme de l’entreprise
LA JOINT VENTURE
No full text[ES]La joint venture es un contrato donde varias personas se unen para conseguir un proyecto común. Esta figura no tiene regulación jurídica y por esa razón, es muy difícil de analizar.
En cuanto a su origen, cada autor defiende uno diferente, unos defienden que su origen es la common law americana y otros defienden que es la common law británica. Podemos encontrar diferentes tipos de joint venture de acuerdo a diferentes tipos de criterios. No debemos confundir esta figura con otras que comparten similitudes con ella.[EN]The joint venture is contract where several persons joint together for a common project. This figure hasn’t got legal regulation and for this reason, it’s very difficult to analyze.
As to its origin, each author defends a different one, ones defend that its origin is the American common law and others defend that it is the British common law. We can pick out different types of joint venture according to different criteria. We shouldn’t confuse this figure with others that share similarities with it
LA JOINT VENTURE
No full textThe joint venture is contract where several persons joint together for a common
project. This figure hasn’t got legal regulation and for this reason, it’s very difficult to
analyze.
As to its origin, each author defends a different one, ones defend that its origin is the
American common law and others defend that it is the British common law. We can pick out
different types of joint venture according to different criteria. We shouldn’t confuse this
figure with others that share similarities with it.La joint venture es un contrato donde varias personas se unen para conseguir un
proyecto común. Esta figura no tiene regulación jurídica y por esa razón, es muy difícil de
analizar.
En cuanto a su origen, cada autor defiende uno diferente, unos defienden que su origen
es la common law americana y otros defienden que es la common law británica. Podemos
encontrar diferentes tipos de joint venture de acuerdo a diferentes tipos de criterios. No
debemos confundir esta figura con otras que comparten similitudes con ella
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The characteristics and performance of international joint ventures in Thailand
No full textThe importance of strategic alliances in the form of international joint ventures (IJVs) is growing in the present international business environment where competition is on a global scale. A review of the IJV literature, especially in developing countries, shows an over-emphasis on China and the NIEs (the first tier newly-industrialising economies: Taiwan, Singapore, Hong Kong, and South Korea). To date, relatively little attention has been paid to the ASEAN4 countries (the high-performing economies of the Association of Southeast Asian Nations: Thailand, Malaysia, the Philippines, and Indonesia), even though since the 1990s this region has had one of the fastest growing economies in the world. This study provides new empirically based insights into the under-researched phenomenon of IJV formation in the South East Asian region. The study takes Thailand as an example of the ASEAN4 countries. Drawing on an unpublished official database of international joint ventures (IJVs) and a survey of managers of IJVs operating in Thailand, the study sets out to identify recent trends in Thai international joint ventures (IJVs), explore the motives and contributions of firms that participate in such IJVs and examine some of the factors that influence their performance. The study provides for the first time an in-depth analysis of a key dimension of Foreign Direct Investment (FDI) in Thailand
Interfirm Alliance Linkages and Knowledge Transfer:An Exploratory Analysis of Mutual Cooperative Learning in an International Joint Venture in the Chinese Automotive Industry
No full textThe purpose of this thesis is to extend existing knowledge in interfirm knowledge transfer research and provide a rich description of the dynamic knowledge transfer process in alliance arrangements. An exploratory case study methodology is employed, and one international joint venture (IJV) project is investigated. The empirical evidence was derived from the researcher’s involvement with one auto IJV – Shanghai GM, an IJV formed between Shanghai Automotive Industry Corporation (SAIC) from P.R. China and General Motors (GM) from the United States. Data collection was conducted through primary and secondary sources including fieldwork interviews with Chinese and American executives respectively in the IJV, selected published sources as well as government officials, and consultants who were directly or indirectly involved with the case companies. Using CATPAC software as an analytical tool for textual analysis of the collected data, the following findings emerged. First, partner firms in Shanghai-GM reinforce the development of international cooperation as a means of increasing knowledge exchange and adaptation, such as enlarging the product ranges, and developing new car models. Second, partner firms are motivated to increase their knowledge transfer activities to increase competitive advantage levels to match or exceed those of other competitors. Both partner companies initially contributed differentiated sets of idiosyncratic and nonsubstitutable resources that are distinctively under the control of each partner. The Chinese side brings in locally embedded resources and country-specific knowledge. The foreign side contributes technology, managerial abilities, brand image, and financial resources. There is thus an asymmetrical relationship between the objectives of partners and the resources brought into the alliance: each partner firm tries to gain access to what the other puts into the joint venture. Third, relevant important preconditions and situational factors regarding knowledge transfer effectiveness in alliance context are also mentioned. Certain elements are identified as a critical barrier during the process. Fourth, IJV knowledge transfer actually occurred over a longitudinal period involving intensive interactions between the partners. Different types of knowledge were transferred over time starting with key technologies, management skills, followed by the tacit social and cultural knowledge. As time passed, both partner firms demonstrated effort and commitment in facilitating interfirm knowledge transfer practices. The IJV knowledge transfer performance finally influenced the nature of the interfirm partnership. This thesis provides a unique example which looks at the two-way learning processes for true knowledge creation and sharing in a cross-border collaborative organisation, demonstrating the performance of partner organisations in the process of IJV knowledge transfer. Based on literature reflections, tangible facts and interpretations, this thesis provides a deeper understanding of the organisational activities involving cooperation and the dynamic knowledge transfer routines, which is a significant extension of past static cross-sectional conceptualisations. This thesis also proposes an interfirm knowledge transfer and cooperative learning framework, which is emphasised that the issue of sharing knowledge in IJVs and bringing IJVs into profitability requires partner companies to engage in interpartner learning and to be able to benefit from the transfer of knowledge. A key implication for the firm, therefore, is the critical ability to deal effectively and efficiently with the transfer of knowledge resources and in so doing to gain a competitive advantage
Competitive Advantage of Sino-British Joint Ventures in China: A Study from Positioning, Resources, Partnership and Locational Perspectives
No full textAs a large number of MNEs have entered China and many domestic companies
become increasingly competitive, Sino-foreign joint ventures are facing intensified
competition in many industries in China. The review of the literature shows that few
studies on Sino-foreign joint ventures focus on competitive issues, and most studies
tend to examine the issues associated with partnerships. This thesis examines
competitive advantage of Sino-British joint ventures in China and explains why some
joint ventures have (or have not) achieved competitive advantage.
The research developed a multi-perspective framework for analysing competitive
advantage of the joint venture. The framework embraces strategic positioning, the
resource-based view, partnerships, and location specific factors. The empirical study
investigated five cases: AstraZeneca China, ERM China, Shanghai Marconi, GSK
Chongqing, and YARACO.
The case studies have revealed some salient characteristics of the joint ventures from
the differing perspectives. The positioning perspective examines the alignment of
activities with the positioning and fit among activities. Partnerships and locational
factors are incorporated into the analysis. The analysis from the resource-based
is focused on the potential of some critical resources for competitive advantage. The
resources embedded in the partnership structure and the local context are likely to be
sources of sustainable competitive advantage. The synthesized analysis investigates
the relationship between activities and resources of the firm and leads to some
theoretical propositions about creating sustainable competitive advantage.
The research aims to make contributions to knowledge in the following respects. First,
the research draws attention to competitive advantage of the joint venture as a
relatively new area for the study. Second, by developing multi-perspective
framework, the research can help broaden theoretical perspectives for studying the
joint venture and may effect discoveries of new issues. Moreover, the research seeks
to contribute to the debate about competitive advantage and strategy through
synthesizing positioning and the resource-based view
A Tale of Three Countries: Italian, Spanish and Swiss Manufacturing Operations in China
No full textIn this paper we investigate the choice of FDI versus joint-venture, made by Italian, Spanish and Swiss multinationals in China, as shaped by the risk of Dissipation of Intangible Assets. Probit estimates, based on an entirely new firm-level dataset, constructed by the author, show that FDI is more likely to emerge when know-how easily spills over - namely for firms endowed with more Intangible Assets or belonging to high tech sectors - in line with the theoretical expectations.Intangible Assets, Internalisation, FDI, Joint-venture, China
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