The five stages of the co-operative venture strategy process

Article Abstract:

A Co-Operative Ventures Strategy Process Model (CVSPM) was introduced as a tool for companies to ensure the success of their co-operative ventures. The five steps involved in this model are selection of the mode of operation, identification of an appropriate partner, negotiation of an agreement, management of the co-operative venture (CV) and evaluation of the CV performance. Majority of management studies have focused on the first three stages while overlooking the last two tasks of management and evaluation. Management involves consideration of two main areas: personnel management and management styles. On the other hand, evaluation attempts to determine if the objectives of the CV are being meet. If not, certain areas for improvement can be taken before deciding to kill off the venture. These include the venture management, venture agreement, the partners and mode of entry.

Models, Joint ventures, Cooperation (Economics), Cooperation

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The effect of institutional and strategic forces on management style in subsidiaries of U.S. MNCs in Mexico

Article Abstract:

The effect of different institutional and strategic forces on similarity in management styles between subsidiaries and headquarters is tested among general managers of US subsidiaries in Mexico. The results indicate formal and informal mechanisms of control, seniority of general managers, and level of employee education predicted similarity in management style between Mexican subsidiaries and their US headquarters.

United States, Foreign operations, Management dynamics, Mexico, Multinational Corporations, Company business management, Management techniques

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R&D mode choices in Central and Eastern Europe

Article Abstract:

A new study investigates and analyses western European companies' R&D foreign investments in Eastern and Central Europe.

International aspects, Industrial research

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