國立虎尾科技大學 |

International Joint Ventures in Algeria.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	International Joint Ventures in Algeria./
Author:	Hammoutene, Ali.
Description:	1 online resource (418 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 83-12, Section: A.
Contained By:	Dissertations Abstracts International83-12A.
Subject:	Collaboration. -
Online resource:	click for full text (PQDT)
ISBN:	9798819364802

International Joint Ventures in Algeria.
Hammoutene, Ali.

International Joint Ventures in Algeria. - 1 online resource (418 pages)

Source: Dissertations Abstracts International, Volume: 83-12, Section: A.

Thesis (Ph.D.)--The University of Manchester (United Kingdom), 1995.

Includes bibliographical references

This study examines the evidence of joint venture activity in Algeria with a particular focus on the identification of the leading factors in the success (failure) of international joint ventures between foreign companies and their Algerian counterparts. The research is based on the formulation of five hypotheses, three of which are related to success and two to failure. These hypotheses are derived from the assumption that Algerian and foreign managers have identical, or at least similar perceptions of reasons for the success (failure) of international joint ventures in Algeria.Empirical data gathered from four representative case studies and an evaluation of Algerian and foreign management perceptions vis-a-vis success and failure factors are used to test the validity of the guiding hypotheses. The results of this study show that Algerian and foreign managers have similar perceptions of success as regards (a) compatibility of corporate cultures and (b) majority ownership in joint venture capital. Their perceptions of the reasons for failure are similar on (i) unequal benefits and costs, (ii) political and social instability, (iii) depreciation of the local currency, and (iv) absence of mutual trust.Differences in the perceptions of Algerian and foreign managers towards success factors occur in (a) the incorporation by joint venture agreements of licensing and management contracts, (b) acceptable transfer pricing, (c) competent managerial teams, (d) enhancement of exports, (e) the selection of a suitable partner, and (f) autonomous decision-making powers. Their perceptions of failure diverge on (i) domestic and international marketing policies, (ii) unacceptable transfer pricing, (iii) the other partner's insufficient contribution and commitment, (iv) unsatisfactory performance, and (v) global versus national orientation.This study introduces new data on international joint ventures between foreign companies and developing country partners. The Algerian experience has clearly shown that, despite the pessimistic predictions made by some authors in the literature, joint ventures between multinational companies and developing country enterprises can operate successfully. An awareness of the success and failure factors identified in this study will help considerably both Algerian and foreign companies to achieve successful future joint venture operations in Algeria.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2024

Mode of access: World Wide Web

ISBN: 9798819364802Subjects--Topical Terms:

1372459
Collaboration.
Subjects--Index Terms:

AlgeriaIndex Terms--Genre/Form:

554714
Electronic books.

International Joint Ventures in Algeria.
LDR:03650ntm a22003497 4500 001 1148862
005 20240930105243.5
006 m o d
007 cr bn ---uuuuu
008 250605s1995 xx obm 000 0 eng d
020 $a 9798819364802
035 $a (MiAaPQ)AAI29289442
035 $a (MiAaPQ)DIS001543_00014081
035 $a AAI29289442
040 $a MiAaPQ $b eng $c MiAaPQ $d NTU
100 1 $a Hammoutene, Ali. $3 1474939
245 1 0 $a International Joint Ventures in Algeria.
264 0 $c 1995
300 $a 1 online resource (418 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertations Abstracts International, Volume: 83-12, Section: A.
502 $a Thesis (Ph.D.)--The University of Manchester (United Kingdom), 1995.
504 $a Includes bibliographical references
520 $a This study examines the evidence of joint venture activity in Algeria with a particular focus on the identification of the leading factors in the success (failure) of international joint ventures between foreign companies and their Algerian counterparts. The research is based on the formulation of five hypotheses, three of which are related to success and two to failure. These hypotheses are derived from the assumption that Algerian and foreign managers have identical, or at least similar perceptions of reasons for the success (failure) of international joint ventures in Algeria.Empirical data gathered from four representative case studies and an evaluation of Algerian and foreign management perceptions vis-a-vis success and failure factors are used to test the validity of the guiding hypotheses. The results of this study show that Algerian and foreign managers have similar perceptions of success as regards (a) compatibility of corporate cultures and (b) majority ownership in joint venture capital. Their perceptions of the reasons for failure are similar on (i) unequal benefits and costs, (ii) political and social instability, (iii) depreciation of the local currency, and (iv) absence of mutual trust.Differences in the perceptions of Algerian and foreign managers towards success factors occur in (a) the incorporation by joint venture agreements of licensing and management contracts, (b) acceptable transfer pricing, (c) competent managerial teams, (d) enhancement of exports, (e) the selection of a suitable partner, and (f) autonomous decision-making powers. Their perceptions of failure diverge on (i) domestic and international marketing policies, (ii) unacceptable transfer pricing, (iii) the other partner's insufficient contribution and commitment, (iv) unsatisfactory performance, and (v) global versus national orientation.This study introduces new data on international joint ventures between foreign companies and developing country partners. The Algerian experience has clearly shown that, despite the pessimistic predictions made by some authors in the literature, joint ventures between multinational companies and developing country enterprises can operate successfully. An awareness of the success and failure factors identified in this study will help considerably both Algerian and foreign companies to achieve successful future joint venture operations in Algeria.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2024
538 $a Mode of access: World Wide Web
650 4 $a Collaboration. $3 1372459
650 4 $a Perceptions. $3 1372697
650 4 $a Decision making. $3 528319
650 4 $a Joint ventures. $3 657614
653 $a Algeria
653 $a Joint ventures
653 $a Corporate culture
655 7 $a Electronic books. $2 local $3 554714
690 $a 0454
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a The University of Manchester (United Kingdom). $3 1213791
773 0 $t Dissertations Abstracts International $g 83-12A.
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=29289442 $z click for full text (PQDT)