Strategic leadership in an international joint venture context
Strategic leadership in an international joint venture context
This case illustrates a complex nature of a role of a strategic leader/ board director in an international joint venture (IJV). IJV shared governance structure and the presence of two or more partner organisations of different national and organisational cultures and possibly divergent agendas about their IJV, require IJV board members to manage different partners’ agendas in the overall interests of the venture.
Petrovic, Jelena
b2ff68a6-261c-4e33-afc6-08816feb078a
2018
Petrovic, Jelena
b2ff68a6-261c-4e33-afc6-08816feb078a
Petrovic, Jelena
(2018)
Strategic leadership in an international joint venture context
Record type:
Monograph
(Project Report)
Abstract
This case illustrates a complex nature of a role of a strategic leader/ board director in an international joint venture (IJV). IJV shared governance structure and the presence of two or more partner organisations of different national and organisational cultures and possibly divergent agendas about their IJV, require IJV board members to manage different partners’ agendas in the overall interests of the venture.
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Published date: 2018
Identifiers
Local EPrints ID: 455791
URI: http://eprints.soton.ac.uk/id/eprint/455791
PURE UUID: 4db47ca3-6f29-4507-a119-28f3ccb5ca0e
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Date deposited: 04 Apr 2022 16:46
Last modified: 21 May 2022 01:57
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Author:
Jelena Petrovic
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