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mods:
  schema location: http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
  title info:
    title: Joint venture strategy formulation and implementation
    sub title: a contingency approach
  name:
    name part: Hill, Robert C.
    role:
      role term: creator
  name:
    name part: Hellriegel, Don
    role:
      role term: degree supervisor.
  name:
    name part: Baysinger, Barry D.
    role:
      role term: degree committee member.
  name:
    name part: Hitt, Michael A.
    role:
      role term: degree committee member.
  name:
    name part: Varadarajan, Poondi
    role:
      role term: degree committee member.
  name:
    name part: Texas A & M University
    role:
      role term: degree granting institution.
  type of resource: text
  genre: bibliography
  genre: Academic theses
  origin info:
    place:
      place term: xx
    date issued: 1988
    issuance: monographic
  language:
    language term: eng
  physical description:
    form: print
    extent: xii, 204 leaves : illustrations ; 29 cm
  abstract: This dissertation presents and tests a contingency model of joint venture performance. The effects of joint venture strategy formulation and implementation are examined and compared in the two contexts of domestic and North Sea oil exploration and production joint ventures. Complementarity, the extent to which the joint venture partners bring nonredundant distinctive competencies to the partnership, is the key strategy formulation concept for this study. The strategy implementation concepts are ownership/control by the parent organizations and joint venture child autonomy. Contrary to expectations, the overlap of parent distinctive competencies is found to be positively related to joint venture performance. In addition, there appears to be a need for similarity of the business philosophies of the parent organizations. Influence by all parent firms in the more strategic functional areas, such as exploration, is found to be an important factor contributing to joint venture success. In the functional area of production technology, higher performance is associated with leadership by the parent with greatest technical expertise and experience. It is also important that all joint venture parents perceive themselves as having some influence over joint venture decision making to establish good partner relations. No significant findings are found in the analysis of the child autonomy contingency hypothesis. It appears that there is a greater need for child autonomy in the initial formative stages of the joint venture, until the first well is drilled. Governmental and regulatory influences of the United Kingdom appear to cause prospective partners in the North Sea to more carefully select joint venture partners. A higher degree of overlap of the distinctive competencies of the parent firms is found in the North Sea than in the domestic joint ventures. Little difference is found between domestic and North Sea joint venture strategy implementation. Strong support is found for a…
  note: Typescript (photocopy).
  note: Vita.
  note: "Major subject: Management."
  note: Ph. D. Texas A & M University 1988
  note: Includes bibliographical references (leaves 132-137).
  subject:
    topic: Joint ventures
    topic: Management
  subject:
    topic: International business enterprises
    topic: Management
  subject:
    topic: Petroleum industry and trade
    topic: Management
  subject:
    topic: Major management
  identifier: http://gateway.proquest.com/openurl
  identifier: http://proxy.library.tamu.edu/login
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    location:
      url: http://proxy.library.tamu.edu/login
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  record info:
    record content source: TXA
    record creation date: 890512
    record change date: 20200904152420.0
    record identifier: in00000761801
    language of cataloging:
      language term: eng