scholarly journals Ownership governance and performance in Spanish-Moroccan joint ventures

2013 ◽  
Vol 16 (3) ◽  
pp. 231-243 ◽  
Author(s):  
Maria Victoria Lopez-Perez ◽  
Maria Carmen Perez-Lopez ◽  
Lazaro Rodriguez-Ariza
Keyword(s):  
Joint Ventures ◽  
Positive Influence ◽  
Management Team ◽  
International Joint Ventures ◽  
The Other ◽  
International Joint ◽  
Form Part ◽  
And Performance ◽  
The Impact ◽  
Different Levels

This paper analyses the impact of ownership on performance by SMEs formed as Spanish-Moroccan international joint ventures (IJVs). In such SMEs, the functions and persons involved at different levels of governance – ownership, board and managers – often overlap. The results obtained from 210 SMEs suggest that owners often exert control by participating in the other mechanisms of governance. Their participation as members of the board has a positive influence on performance and thus the success of the IJV, but when owners form part of the management team (a less frequent situation), the influence on performance is negative and not significant. Participation by owners in the management team is not associated with the IJV’s performance.

A Configurational Analysis of International Joint Ventures

2002 ◽  
Vol 23 (5) ◽  
pp. 781-815 ◽  
Author(s):  
John Child
Keyword(s):  
Joint Ventures ◽  
International Joint Ventures ◽  
Configurational Analysis ◽  
Alternative Approach ◽  
International Joint ◽  
And Performance ◽  
And Control ◽  
The Relationship ◽  
Parent Companies ◽  
Variance Approach

A stream of research has focused on the ownership shares that partner companies take in international joint ventures [IJVs] and the leverage this may provide for control and performance. This research has normally adopted a `variance' approach, which examines `independent' variables as potential predictors of the focal phenomenon. The variance approach has yielded reasonably consistent results for the relationship between IJV ownership and control, but not in respect of performance. In searching for the optimum predictive model for whole samples, the variance approach risks overlooking inter-case nuances that may result from somewhat different configurations of variables. An alternative approach seeks to explore how and why variables configure together in different combinations. This paper draws on a study of 20 Sino-UK IJVs and their parent companies. It proceeds from a conventional variance analysis to identify different IV configurations. These configurations can be understood in the light of each IV's formative context, and they relate to performance in different ways. Propositions deriving from the study are offered as guidelines for further research.

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