Managerial Motivations for UK-Czech Joint Ventures

Eleanor M Maitland-Davies; Brian Kenny

doi:10.5771/0949-6181-2000-2-173

Contents
- Chapter Expand | CollapseAuthorsPage
- Titelei/Inhaltsverzeichnis
- 101–102 Editorial Rainhart Lang, Ingo Winkler Rainhart Lang, Ingo Winkler 101–102
- 103–192 Articles 103–192
  - 103–129 Albania, an ex-communist country during the transition period: problems and challenges Vasilika Kume, Shyqyri Llaci Vasilika Kume, Shyqyri Llaci 103–129
  - 130–151 Cultural Transformation at Enterprise Level: Case Study Evidence from Poland Izabela Robinson, Beata Tomczak-Stepien Izabela Robinson, Beata Tomczak-Stepien 130–151
  - 152–172 Small Slovene Firms and Strategic Information Technology Usage Dušan Lesjak Dušan Lesjak 152–172
  - 173–192 Managerial Motivations for UK-Czech Joint Ventures Eleanor M Maitland-Davies, Brian Kenny Eleanor M Maitland-Davies, Brian Kenny 173–192
- 193–194 Book Reviews 193–194
- 195–206 News and Information 195–206
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JEEMS Journal of East European Management Studies , page 173 - 192

Managerial Motivations for UK-Czech Joint Ventures

Autoren

Eleanor M Maitland-Davies Brian Kenny

DOI
- doi.org/10.5771/0949-6181-2000-2-173
- ISSN: 0949-6181
- ISSN online: 1862-0019
Abstract

The paper examines the motives for the choice of the JV instead of other forms of investment (e.g. greenfield or licensing) in British investment in the Czech Republic. It is noted that despite popular belief, the level of uptake of JVs in the Czech Republic is low in comparison with greenfield investments. The paper identifies organisational motives (resource seeking, synergies, economic and historic), partner related motives and exogenous motives. The role of the partner in the choice of the entry mode is emphasised. Managerial implications: despite theoretical benefits of JVs to investor, these might not be accrued in practice due to the quality of the resource acquired and difficulties in management.
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