Strategic Choice in Emerging Countries, Joint Ventures: Based on the Evidence of China and Guinea
In the last few years the competitive landscape has undergone swift changes, making it more challenging than ever for top managers to craft life-sustaining strategies, and making organizational decline a more ominous possibility).Todays borderless world forces executives to run faster in order to remain in the same place (Friedman, 2005). Firms of all sizes (big, medium, or small), economies (developed, emerging, or developing), and industry-affiliations (high-tech, low-tech, fast-moving, slow-moving, manufacturing, or services) are affected by these changes. Increasing cross-border trade, rising customer expectations and shareholder activism, greater technology obsolescence, environmental protection, global warming, global terrorism, natural calamities, and a greater worldwide scrutiny on business conduct alter the very nature of doing business, and lead firms to the cross roads(joint-venture) of organizational growth or decline.
Investment climate analysis Joint venture cultural dimensions Strategy choice of joint venture Emerging country
Abdoulaye Oury Bah Zhao Fuqiang
School of Management, Wuhan University of Technology, Wuhan, P.R.China, 430070
国际会议
The 8th International Conference on Innovation and Management(第八届创新与管理国际会议 ICIM 2011)
日本福冈
英文
637-643
2011-11-30（万方平台首次上网日期，不代表论文的发表时间）