Relevant bibliographies by topics / Joint venture company

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Joint venture company'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Joint venture company"

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Storli, Espen, and David Brégaint. "The Ups and Downs of Family Life: Det Norske Nitridaktieselskap, 1912–1976." Enterprise & Society 10, no. 4 (December 2009): 763–90. http://dx.doi.org/10.1017/s146722270000834x.

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The current literature on international joint ventures pays considerable attention to why joint ventures are established or why they are dissolved, but we lack studies that give insight into their dynamic development. The aim of this article is to investigate the evolution of an international joint venture over time. We confront some of the theoretical insights developed during the last decades with the dramatic history of the aluminum producer Det Norske Nitridaktieselskap (DNN). The company was established shortly beforeWorld War I and was finally disbanded over seventy years later. For most of this time, DNN was an international joint venture with shifting ownership configurations. This gives us the possibility not only to discuss the motivation for why the company was established or why it was dissolved, but also to study the mid-life of the company. What was DNN's role within the general corporate strategies of the owners? Did this role change over time?
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Reghizzi, Gabriele Crespi. "The joint venture company in Soviet law." MOCT-MOST Economic Policy in Transitional Economies 1, no. 2 (1991): 119–27. http://dx.doi.org/10.1007/bf01101700.

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Reghizzi, Gabriele Crespi. "The joint venture company in Soviet law." MOCT-MOST Economic Policy in Transitional Economies 1, no. 3 (October 1991): 111–18. http://dx.doi.org/10.1007/bf01102301.

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Fizara Nugra Anisa. "Legal Consquences of A Contract Made by The Parties Thereout Arbiral Award." Konfrontasi: Jurnal Kultural, Ekonomi dan Perubahan Sosial 4, no. 1 (January 10, 2020): 84–93. http://dx.doi.org/10.33258/konfrontasi2.v4i1.58.

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As a top-10 gold mining countries, Indonesia becomes the most attractive investors destination in mining sector. Those foreign investors shall be a Joint Venture Company with a domestic company. That joint venture company later must be making an agreement with Indonesia’s government in form contract of work. Conflict of interests are often happen within holding companies with joint venture company’s measure performing contract of work. In this case discussed in this writing, the holding companies are making an agreement of which the object of that agreement turns out being an object which is must be executed based on the case verdict between the joint venture company and the government of Indonesia. The losingparty may apply for agreement revocation or derdenverzet over the verdict.
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Pearce, TG. "Kurt J Lesker company formed new joint venture company in FRG." Vacuum 44, no. 1 (January 1993): 66. http://dx.doi.org/10.1016/0042-207x(93)90052-c.

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Suryana, I. Gusti Ngurah Rendra, I. Nyoman Putu Budiartha, and Ni Made Puspasutari Ujianti. "Perjanjian Kerjasama (Joint Venture) Penanaman Modal Asing dalam Usaha Perhotelan." Jurnal Konstruksi Hukum 1, no. 2 (October 28, 2020): 346–51. http://dx.doi.org/10.22225/jkh.2.1.2551.346-351.

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The formation of investment activities in a country varies greatly according to the open nature of the country and its people. Therefore, cooperation is created and established between the two parties is because of the desire to seek profit so that a group of people together create a company, either with parties from one country or across countries. This is what forms a joint venture agreement. Based on this background, this research was conducted with the aim of describing how the procedure for making a joint venture agreement in the hotel business and what the legal consequences are for the default of the joint venture agreement in the hotel business. This research was conducted using a normative legal research method. The results of this study indicated that the procedure for making a joint venture agreement in a hotel business must be in the form of a limited liability company and must have conditions in providing a hotel company and are required to apply for a principle license and a permanent business license subject to the investor coordinating body to submit reports on the investor's activities. In addition, the legal consequence of the joint venture agreement default in the hospitality business is that those who violate the agreement, the parties related to the agreement, will be subject to statutory sanctions related to the rules of the joint venture agreement as well as the regulations that they have agreed upon together.
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Yeheskel, Orly, Yoram Zeira, Oded Shenkar, and William Newburry. "Parent company dissimilarity and equity international joint venture effectiveness." Journal of International Management 7, no. 2 (June 2001): 81–104. http://dx.doi.org/10.1016/s1075-4253(01)00039-4.

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Yavaş, Uğur, Doğan Eroğlu, and Sevgin Eroğlu. "Sources and Management of Conflict: The Case of Saudi-U.S. Joint Ventures." Journal of International Marketing 2, no. 3 (September 1994): 61–82. http://dx.doi.org/10.1177/1069031x9400200304.

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Joint ventures predominate in business formats used by multinational corporations in developing countries. It is believed that joint ventures in these countries suffer more conflicts and performance problems than joint ventures in developed countries. However, there is little empirical research into understanding the nature of joint venture problems in less developed countries. Furthermore, what little research exists examines the issue from the perspective of the parent company at the expense of the local partner's point of view. The study reported here is intended to fill this void. Specifically, the study examines severity of various conflicts in Saudi-U.S. joint ventures operating in Saudi Arabia from the perspective of Saudi partners. Three critical sources of conflict are identified and analyzed in detail. The discussion concludes by recommending a dynamic approach to conflict management with a special emphasis on developing communication capabilities.
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Zhang, C. "Project Management in Joint Venture Power Development." Wind Engineering 24, no. 3 (May 2000): 233–39. http://dx.doi.org/10.1260/0309524001495585.

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This paper discusses developing renewable power projects in a multi- country Joint Venture (JV) environment. A number of key factors in doing JV renewable power projects are analysed which cover Power Purchase Agreements (PPA), JV arrangements, project company structures and financing structures. A commonly preferred procedure for JV power project development is set out. First hand experiences are also reported to illustrate potential loopholes in JV renewable power project management.
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Arif, Humaira, and Arif Nazir Butt. "Packages and Mitsubishi — International Joint Venture Negotiations." Asian Case Research Journal 10, no. 01 (June 2006): 55–76. http://dx.doi.org/10.1142/s0218927506000739.

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This case covers the negotiations between Packages Limited, Pakistan (Packages) and Mitsubishi Corporation, Japan (Mitsubishi) for the formation of a joint venture to produce Biaxially Oriented Polypropylene (BOPP) film in Pakistan. Packages was established in Pakistan in 1957 as a joint venture between the Wazir Ali Group and AB Auckerland and Rausing of Sweden. Packages manufactured paper and board and converted them to packaging products. Mitsubishi was one of the biggest conglomerates in Japan, operating internationally. In 1992, Syed Babar Ali, founder and advisor to Packages proposed establishing a joint venture with Mitsubishi, during his visit to Japan. Upon returning to Pakistan, he asked Packages' senior management to negotiate a joint venture agreement with Mitsubishi. Both Packages and Mitsubishi agreed in principle to establish a joint venture to manufacture BOPP film in Pakistan. In this case, the negotiation process was divided into three phases. The case describes the issue discussed and tactics employed by the two sides during the three phases. The major issues discussed included the price and capacity of the plant, the reimbursement of Mitsubishi's investment if the company suffered repeated losses, raw material supply from Mitsubishi, equity participation, and the control of the management and the board of the new company. In April, 1993, Mr. Javed Aslam, the Deputy General Manager of Packages, received a quotation of US $6.4 million for a 6000-ton plant from Mitsubishi Heavy Industries (MHI). He had to decide if it was feasible for Packages to go ahead with the joint venture with Mitsubishi and what counter offer to make to Mitsubishi Heavy Industries.
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Dissertations / Theses on the topic "Joint venture company"

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Seiving, Anna. "Joint Ventures och Internationell Privaträtt." Thesis, Linköping University, Department of Management and Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11061.

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Ett joint venture är ett avtal om samverkan mellan två eller flera parter och kan förekomma i tre olika former, nämligen contractual joint venture, partnership joint venture samt corporate joint venture. Gemensamt för de tre formerna av joint ventures är att de alla bygger på ett joint venture-avtal, i vilket samarbetets ramar och regler utformas. Ett contractual joint venture är ett rent avtalsbaserat samarbete (grundat på ett joint venture-avtal), medan de andra två formerna utöver joint venture-avtalet även bildar en form av bolag. I samtliga rättsordningar som studerats inom ramen för denna uppsats, konstituerar ett contractual joint venture, joint venture-avtalet, någon form av bolag. Av detta följer att ett corporate joint venture i samtliga rättsordningar bildar ett bolag med dubbel bolagsstruktur.

Har ett samarbete i form av ett joint venture ingåtts över landsgränser och en tvist uppstår, gäller det att veta vilket lands lag som skall tillämpas på tvisten. För att kunna bestämma vilket lands lag som är tillämplig måste det först avgöras vilken domstol som är behörig att avgöra tvisten. Vilken domstol som är behörig regleras olika beroende på om tvisten är av associationsrättslig eller kontraktsrättslig karaktär. Själva joint venture-bolaget regleras enligt associationsrättsliga regler, medan joint venture-avtalet kan komma att regleras av kontraktsrättsliga regler. Dock konstituerar joint venture-avtalet i alla de undersökta länderna en form av bolag och bör därmed regleras enligt associationsrättsliga regler. Enligt studier skall alla sorters bolag omfattas av reglerna om exklusiv behörighet, oavsett rättskapacitet.

När frågan om behörig domstol har utretts, kan fråga om tillämplig lag behandlas. Även här är det av betydelse att veta om tvisten rör associationsrättsliga eller kontraktsrättsliga frågor. Enligt vissa skall ett joint venture-avtal, trots att det konstituerar ett bolag, regleras enligt kontraktsrättsliga regler, och således falla under Romkonventionens tillämpningsområde. Andra anser dock att undantaget i Romkonventionen angående associationsrättsliga spörsmål skall tolkas strikt, vilket får till följd att alla bolag oavsett struktur faller utanför Romkonventionens tillämpningsområde. Enligt min mening bör det enkla bolaget tolkas på samma sätt vad gäller domsrätt respektive lagval, eftersom reglerna om lagval togs fram som ett komplement till domsrättsreglerna. Vidare bör det vara upp till den nationella rättsordningen att utreda huruvida fråga är om ett bolag eller inte. Undantaget i Romkonventionen uttryckligen gjorts flexibelt av den anledning att olika rättsordningar har olika tolkningar av vad som konstituerar ett bolag. Detta får inom svensk rätt till följd att det enkla bolaget skall omfattas av associationsrättsliga regler och således inte av Romkonventionen.

Vad gäller de schweiziska IP-reglerna i förhållande till de svenska reglerna skiljer sig dessa till viss del åt. Beträffande de associationsrättsliga reglerna tillämpas i båda länderna inkorporationsprincipen och regleringen är således densamma. När det gäller fråga om tillämplig lag för joint venture-avtal skiljer sig regleringen däremot åt. Inom svensk rätt konstituerar ett joint venture-avtal ett enkelt bolag och omfattas således av associationsrättsliga IP-regler. Även inom schweizisk rätt konstituerar ett joint venture-avtal en form av bolag. Här bestäms dock förhållandet mellan associationsrättsliga och kontraktsrättsliga regler av det konstituerade bolagets inre struktur. Finns en inre struktur, omfattas bolaget av de associationsrättsliga reglerna. Saknas en sådan inre struktur, tillämpas istället de kontraktsrättsliga principerna.

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Leung, Thomas K. P., of Western Sydney Hawkesbury University, and Faculty of Management. "An empirical study of a holistic Sino-foreign joint venture negotiation model." THESIS_FMAN_XXX_Leung_T.xml, 1999. http://handle.uws.edu.au:8081/1959.7/690.

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The purpose of the thesis is to provide an empirical study of a Sino-foreign joint venture negotiation model that integrates strategies from western literature into a Chinese environment and cultural context. The findings and recommendations of the study aim to help foreign negotiators penetrate the important Chinese market through a systematic approach emerging from this Sino-foreign joint venture negotiation model. The thesis provides a holistic view on Sino-foreign joint venture negotiation. Case study method was determined as the best methodology. The suitability of the Sino-foreign joint venture negotiation model and the research protocol of this study were demonstrated via 5 in-depth interviews and a pilot test before the actual fieldwork. The major findings of this thesis suggest that foreign negotiators need to manage complex areas such as the Chinese environment, the company requirements of both organisations and the Chinese negotiating process. Besides, the foreign negotiators need to equip themselves with Problem Solving Attitude (PSA) and an understanding of Chinese cultural concepts, such as guanxi, face, renqing, reciprocity and trust so as to make the negotiation effective. Different strategies emerge at different stages of the process and there is no direct relationship between successful negotiation and joint venture outcomes. A model and strategies for joint venture establishment in China are provided, but the model itself has no predictive power on joint venture outcomes such as profit satisfaction.
Doctor of Philosophy (PhD)
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Tomečková, Zuzana. "Řízení joint venture. Integrace společností SEAT a Škoda auto do koncernu Volkswagen." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-136243.

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This thesis deals with the process and management of the joint venture project from a theoretical point of view and subsequently analyzes particular international joint venture of two automobile companies - Spanish SEAT S.A. and Czech Skoda Auto Inc. - into the Volkswagen Group. The main goal of this thesis is to answer the question why the SEAT S.A. after the integration into the Volkswagen Group did not become as successful as Skoda Auto achieved to be.
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Ahmadova, Elmira. "International Strategy of Baku Glass Company." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-114370.

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This thesis provides the analysis of the glass production company BAKU GLASS LLC located in the Republic of Azerbaijan, and proposes a possible expansion strategy that will enhance its international presence abroad. More specifically, it has been demonstrated in the thesis that Georgian glass market has a certain potential taking into account its fast growing economic growth and other areas of the economy. For this purpose, a thorough analysis of the most important sectors that include environmental study of the glass industry in Georgia was carried out. As a result the joint venture with the local firm has been chosen as the most suitable mode of entry to this market. I consider my work to be very helpful in understanding all the necessary areas and fields in the glass industry as such. Moreover, I created and described international expansion proposal for Baku Glass based on the study of various literature related to the topic. To my mind the value added of my work is comprised from detailed analysis, knowledge and foremost the chance to see the company from inside, which is always the most important and valuable element.
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Ohlsson, Caroline, and Sanja Odelj. "What happens with company culture when high and low masculine cultures merge? A case study of the Joint Venture Sony Ericsson." Thesis, Kristianstad University College, Department of Business Administration, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-4045.

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In today’s global market, international mergers are very common. Different companies with various cultures, start working together. There is a limited amount of literature about what really happens with the company culture when companies merge. There are also few case studies on culture integration of merging companies. Therefore, we would like to make such study and Sony Ericsson provides us with a perfect case, because of their cultural background.

The purpose with our dissertation is to investigate what happens with company culture when a company with high masculinity and a company with low masculinity merge. To study this subject we will try to identify important dimensions concerning masculinity and to develop hypotheses about what happens with company culture when the companies merge. Empirically, we want to try this theory by investigate the company culture, with focus on masculinity, at Sony Ericsson today, five years after their merger. Since Sony and Ericsson have roots in Japan and Sweden and these two countries are very dissimilar when it comes to company culture and the level of masculinity, this specific company provide us with the perfect example to study.

We have made a qualitative study at Sony Ericsson, because our research is descriptive. We conducted an interview and interviewed five persons at Sony Ericsson, one woman and four men.

After conducting our study we have concluded that the integration of masculinity at Sony Ericsson has been very successful. There have been no major culture shocks, according to our respondents.

Keywords: Merger, Company Culture, Masculinity

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SILVESTRE, ELAINE TURRA DE AQUINO. "IMPLICATIONS OF STRATEGIC NETWORKS: STUDY OF CASE OF AGREGA INTELIGÊNCIA EM COMPRAS COMPANY - A JOINT-VENTURE OF SOUZA CRUZ AND AMBEV." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2006. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=9548@1.

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Cresce a cada dia o número de empresas no Brasil e no mundo que vêm se constituindo em redes, ou seja, se estruturando através de alianças múltiplas e de diferentes tipos. Nesse cenário, duas grandes empresas brasileiras - a Souza Cruz e a Ambev - líderes em seus segmentos, estabeleceram uma aliança criando uma nova empresa, o portal Agrega Inteligência em Compras, cujo objetivo primordial é a gestão de compras de materiais indiretos e de serviços para ambas, assim como para as empresas cliente. A presente pesquisa tem como objetivo analisar o funcionamento do portal Agrega, suas contribuições e implicações estratégicas sobre o desempenho e desdobramentos em termos competitivos, de modo a contribuir para outros estudos sobre gestão de empresas inseridas neste tipo de aliança. A metodologia utilizada é o estudo de caso com triangulação de métodos; os dados foram coletados por meio de investigação documental/telematizada e levantamento de percepções, com auxílio de questionário predominantemente estruturado e entrevistas complementares. O tratamento do material associou métodos quantitativos e qualitativos. A interpretação e a análise dos dados basearam-se no referencial teórico, com auxílio dos modelos integrativos de Macedo-Soares, em suas versões tradicional e relacional. Os resultados evidenciaram que a análise na ótica relacional, que leva em conta as implicações estratégicas das alianças, agrega valor à análise tradicional, contribuindo com novos insights para a tomada de decisão estratégica pelas empresas. O estudo propõe ainda um fluxograma de avaliação para empresas que procuram alavancar seus ganhos a partir das alianças do tipo joint-venture.
The number of companies in Brazil and in the world is growing made up of networks or, in another word, structuring themselves through multiple alliances and different company structures. With this in mind, two large Brazilian companies SC and Ambev, leaders in their fields established an alliance creating a new company, Agrega Inteligência em Compras, whose primary aim is the management of indirect purchases of materials and services for both, as well as for the client companies. The present research is how to analyse the working of Agrega, its contribution and strategic implications on the performance and the impact in competitor terms to help contribute to other studies about the administration of companies aligned with this type of alliance. The methodology used is the case study methods using triangulation; the data is collected by means of documetal investigation considering the outcome with the help of a predominantly structured questionnaire and follow up interviews. The material is used to associate quantitative and qualitative methods. The interpretation and data analyses are based on theoretical methods using Macedo Soares integrative models in its traditional and relational versions. The results show that the analysis of the relational model take into consideration the strategic implications of the alliances evaluating the traditional analyses contributing with new insights in the decision making strategy of companies. The study further proposes a fluxogram evaluation for companies looking to increase their gains through alliances of this joint venture type.
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Pauleau, Christine. "Incidencia del derecho en la creación y funcionamiento de las Joint Ventures. Análisis de la organización jurídica de las Joint Ventures en la Unión Europea, con especial referencia a España." Doctoral thesis, Universitat Pompeu Fabra, 2000. http://hdl.handle.net/10803/7278.

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La trascendencia práctica del tema del régimen jurídico de las joint ventures es indudable. En los Estados miembros de la Unión Europea, y más especialmente en España, las joint ventures remiten a una idea de mayor eficiencia económica, permitiendo a las empresas formar alianzas entre ellas, y así mejorar su competitividad, adaptando sus estructuras a las dimensiones crecientes de los mercados europeos y mundiales.

Las joint ventures no están reguladas como tales en ninguna legislación nacional europea. El derecho comunitario se concentra por su parte en el análisis de los efectos de estas operaciones sobre la competencia. Las joint ventures adquieren en la práctica, únicamente, su contenido jurídico.

Este estudio tiene por objetivo presentar un análisis a la vez teórico y práctico del régimen jurídico de las joint ventures, intentando definir el "valor añadido" del trabajo del jurista profesional cuando interviene en la creación y el funcionamiento de las joint ventures. La adopción de esta óptica funcionalista permite integrar el análisis de los diversos aspectos jurídicos de las joint ventures, sus estructuras contractuales y societarias así como su tratamiento en derecho de la competencia, que se abordan tradicionalmente en estudios separados, e insistir en la interelación existente entre las diversas ramas del derecho afectadas. Este estudio se concentra esencialmente en las cuestiones planteadas por las joint ventures en el ámbito del derecho de las obligaciones y del derecho societario.

El jurista profesional desempeña, en primer lugar, una función de naturaleza organizativa, creando un conjunto de reglas obligatorias (reglas jurídicas) para todas las empresas participantes en la operación, de acuerdo con sus intereses estratégicos. El resultado puede ser, por ejemplo, la conclusión de un simple contrato, la constitución de una AEIE o la de una sociedad de capital. La complejidad de la organización jurídica de la joint venture impide estudiar de manera separada, como dos piezas aisladas, el llamado acuerdo de base de la joint venture por un lado, y la sociedad eventualmente constituida, la llamada filial común, por otro. El hecho de no entender la filial común como parte de un todo unitario y más complejo no permite describir correctamente las especialidades del régimen aplicable a dicha sociedad frente a sociedades constituidas en otros contextos económicos.

La organización compleja de las joint ventures se diferencia de otros negocios jurídicos complejos por razón de su finalidad económica específica, la de establecer una alianza entre empresas. Tal como indica el derecho comunitario de la competencia, la joint venture es una operación en la que: (i) participan dos o más empresas independientemente activas en el mercado; (ii) se agrupan recursos necesarios al desarrollo de una actividad económica común en el seno eventualmente, pero no obligatoriamente, de una entidad separada (la llamada empresa común"); (iii) las empresas participantes ejercen un control conjunto sobre dicha actividad económica común. Estos tres elementos forman el núcleo de la definición de la joint venture en derecho.

La cuestión de la validez y eficacia jurídica de los pactos presentes en el contrato complejo de joint venture, cuando implica la existencia de una sociedad de capital, es la que más dificultades plantea. El problema respecto a la joint venture, como respecto a muchos otros contratos complejos, es organizar un discurso sobre el uso de la libertad y sus consecuencias en el ámbito del derecho de sociedades.

Mientras el jurista profesional organiza la joint venture, atrae también la atención del legislador sobre las necesidades jurídicas de las empresas que deciden "aliarse" en el seno de una joint venture. Los pactos presentes en los contratos complejos de joint venture no dependen únicamente del contenido del derecho aplicable a la sociedad "filial común" por ejemplo, sino también de la creatividad de los juristas profesionales. Las finalidades a cubrir por el contrato lo serán en regla general mediante combinaciones originales y complejas de mecanismos jurídicos, demostrándose una vez más el papel relevante de la práctica en la formación del derecho.

Como consecuencia, puede observarse una tendencia a la flexibilización del derecho aplicable a las sociedades de capital, sobre todo en los países europeos continentales. Esta adaptación del derecho a la realidad práctica se observa también, y de manera significativa, en otras ramas del derecho, como en derecho de la competencia donde el legislador intenta introducir un tratamiento cada vez más pragmático de los efectos producidos por las joint ventures sobre los mercados.

El análisis de la organización jurídica de las joint ventures en la práctica demuestra, sin embargo, la falta de utilidad y de oportunidad de una ordenación legal de la joint venture como tal en Europa. Como en el caso de la organización de la empresa, basta con que los operadores "candidatos" a la alianza encuentren en el derecho positivo los legal tools, o instrumentos jurídicos, adaptados a los objetivos económicos legítimos que persiguen ( por ejemplo, diversas formas sociales, la AIE, la UTE, la cuenta en participación etc), y sobre la base de los cuales puedan conservar y reforzar el sentimiento de confianza que necesitan tener en la operación y en su "aliado" para alcanzar con éxito estos objetivos.
This study provides a comprehensive analysis of both practical and theoretical legal issues raised by joint ventures in Europe. In the European Union member states and especially in Spain, joint ventures are viewed as a high efficient strategic operation - allowing alliances between firms, which may improve their competitiveness and adapt them to the growing dimensions of European markets and to the new global economy.

Joint ventures are not organised as such by any statute law in Europe. European law focuses on the analysis of the effects they may produce on competition. Joint ventures obtain a legal content only in practice.

The aim of this study is to define the "added value" of the practical work of lawyers, when they take part in processes of creation of joint ventures. This question allows to integrate the analysis of different legal aspects of joint ventures - their contractual and corporate structure as well as their legal treatment under competition law - which are traditionally treated in separate studies, and to point out the existence of on-going interfaces between them. This study focuses essentially on the contractual and corporate aspects of joint ventures.

Practitioners set up, first of all, mechanisms which are compulsory - i.e. legal rules - for the firms involved in the operation according to their strategic interests. The result may be, for instance, the creation of a mere "contractual joint venture", of an European Economic Interest Grouping, or the incorporation of a "joint venture company". The complexity of the joint venture legal organisation prevents from studying separately the so-called "joint venture agreement" on which is based the operation, and the company which may be incorporated within it. The joint venture company is only a part of a more complex ensemble, which needs to be understood as such in order to be correctly analysed.

The complex legal organisation of joint ventures differs from any other complex legal organisations because of its specific purpose, ie. establish a strategic alliance between firms. It aims to organise an operation in which: (i) participate two or more firms independently active on the market; (ii) are gathered the resources necessary to carry out a common business activity, possibly but not obligatory within a separate entity; and (iii) the participating firms jointly control the common business activity. Those three features are at the basis of the legal definition of joint ventures.

The question of the legal validity and efficiency of the terms and conditions present in incorporated joint venture agreements is the more problematic one for the practitioners. The main difficulty in relation with joint ventures like in relation with many other complex agreements is to determine the limits of use of contractual freedom in company law.

While organising the operation, the practitioners are also drawing the attention of the legislator on the legal needs of the firms willing to enter into alliances. The terms and conditions present in joint venture agreements depend not only on the content of the statute law applicable to the joint venture company for example, but also on the creative skills of the practitioners. The joint venture agreement needs to cover different purposes generally through original and complex combinations of legal mechanisms, proving once again the relevant role of practice in the generation of law.

As a result, it is possible to observe a certain "flexibilization" of the rules in company law, especially in continental Europe. This new tendency develops in parallel with the movement observed in competition law towards a more realistic and pragmatic analysis of joint venture effects on the markets.

The analysis of the legal organisations of joint ventures existing in practice demonstrates however the lack of necessity for a statutory regulation of this (strategic) operation in Europe. Like in the case of the organisation of a firm, the economic players willing to enter into strategic alliances only need to find in statute law different "legal tools" which may adapt their legitimate economic interests - such as different company forms, the Economic Interest Grouping, the partnership - and on the basis of which they can conserve and reinforce the confidence they need to have in their partner and in the operation in order to achieve successfully their purposes.
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Wang, Yihuai. "The differential impact of institutional environments on long-term goal setting and learning in an international joint venture and its Chinese state-owned parent company." Thesis, University of Leeds, 2017. http://etheses.whiterose.ac.uk/20798/.

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Through structural social anthropology lens, this thesis explored issues of international joint venture performance measurements and parent company learning through international joint ventures in the context of the Chinese automotive industry. It was a case study of the First Automotive Work FAW, a Chinese state-owned car manufacturing group and its joint venture with German car manufacturing group Volkswagen. Its focus was on the Chinese engineers working in both companies, who are on the frontier of technology transfer and knowledge learning through their work experience of localizing imported technologies. The methodology used was qualitative, primarily interviews, historical and technological background research, participant observation and the researcher’s lived experience of the encounters. The research argues and demonstrates that complexity matters on IJV performance measurements and organizational learning studies; and calls for closer attention to individuals through structural social anthropology theories. It describes in detail the indigenous engineers and managers’ perspective of the learning experience, learning outcomes, the purposes of learning and its relationship to parent companies as independent tribes. It affirms, contends and extends current concepts of IJV performance measurements and indigenous partner learning through IJV. It presents the complexity of how the IJV and its SOE parent company values knowledge and means of learning differently and how it relates to the ecological system of SOE and its IJV. It explores the independent tribalism in FAW-VW and the sacred and profane dichotomy of FAW that had led to the ecological structure of FAW. The thesis presents the structural social anthropology theories of the solidarity, sacred and profane dichotomy and tribalism as solution to some of the issues in current international business literature. It argues that the different ecological system lead to different interpretations of goals at the SOE and IJV. A human model that is useful for a deeper understanding of IJV performance measurements and indigenous parent learning through the social anthropological lens. It also analyzes the complexity of historical and hidden factors such as SOE corruption that contributes to such phenomenon.
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Gylling, Anders, and Mattias Stenberg. "IT-Outsourcing på den Finansiella Marknaden." Thesis, Linköping University, Department of Management and Economics, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-1356.

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Bakgrund: Svenska banker och försäkringsbolag spenderar stora summor och resurser på sina IT-system, vilka oftast sköts internt. IT-kostnaderna utgör för banker den näst största kostnadsposten i resultaträkningen och därmed utgör över 20 procent av den totala kostnadsmassan. Marginalerna inom bank och försäkringsbolag minskar i Sverige samtidigt som ITs komplexitet ökar med krav på integrering medgamla bank- och försäkringssystem. IT-outsourcing och joint venture med ett IT-företag är vanliga organiserings former och inget nytt fenomen i Finland inom bank och försäkringsbolag. IT-outsourcing har både för- och nackdelar.

Syfte: Att beskriva och analysera begreppet outsourcing kopplat till hur aktörerna på den finansiella marknaden i Sverige hanterar och bör hantera sin IT-verksamhet.

Metod: Vi har använt oss av en tvärsnittstudie och intervjuat de högsta ansvariga för IT inom bank och försäkring i Sverige och Finland. Vi har även intervjuat divisionschefer och IT-leverantörer på den nordiska marknaden.

Resultat: IT är inte för banker och försäkringsbolag någon kärnkompetens och utgör heller ingen hög specifik tillgång och är därför lämplig för en viss sorts outsourcing. De flesta svenska banker har uppnått skalfördelar inom IT- drift, men försäkringsbolagen är inte lika kostnadseffektiva och har inte uppnått skalfördelar i samma utsträckning som bankerna. IT-driften är en standard tjänst som är lättare att specificera i kontrakt och därmed är en god kandidat för outsourcing. IT-förvaltning och utveckling ligger närmare bankernas och försäkringsbolagens kärnkompetens och bör inte outsourcas. Däremot utgör vissa delar inom IT-utveckling och förvaltning inget unikt värde och är i princip en standard för alla aktörer och kan därmed outsourcas. Detta förutsätter att företaget bygger en professionell inköpsorganisation som kan hantera problemet. Genom att IT-utvecklingen blir mer komplex är ett joint venture förhållande med ett IT-företag en bra lösning. Den finska IT- outsourcing marknaden skiljer sig från den svenska på grund av att svenska banker och försäkringsbolag är större än de finska motsvarigheterna och de svenska aktörerna tappade förtroendet för IT-outsourcing på grund av dåliga avtal under början av 90-talet.


Background: Swedish banks and insurance companies have spent considerable amounts of money and resourceson their IT-systems. IT-costs constitute the second largest cost after personal costs for banks, which mean over 20 percent of the total costs. The margins in banking and insurance industry are diminishing in Sweden, and at the same time they are facing more complex applications that have to be integrated into 30 years old IT-systems. IT- outsourcing and joint ventures are common in Finland, whereas Swedish banks and insurance companies have the IT-function in- house. IT-outsourcing is not a new phenomenon, and it has both advantages and disadvantages.

Purpose: The purpose of this study is to investigate if IT-outsourcing is suitable for banks and insurance companies with a focus on the Swedish and Finnish market. Furthermore, analyses on which part of the IT-function is core and strategically important for banks and insurance companies, and which part of the IT-function is a standard procedure that does not create value.

Method: The paper has been carried out as a survey and interviews with the IT- responsible and divisional heads from the biggest Swedish and Finnish banks and insurance companies.

Results: IT-production is not a core competence nor high asset specificity for banks and insurance companies. Swedish banks have reached economic of scale in their IT-production, but insurance companies do not possess the high cost effectiveness that banks have in their IT-production. IT-production is a standard service and easy to specify in contracts, which have an effect on outsourcing decisions. Application management and development is near the core business and should not be outsourced. However, some parts in development are standard and could be outsourced if the company can build a good and competitive purchase organisation. Application development is such a complex matter and that is why joint venture with an IT-supplier will be preferred in the future. The Finnish IT-outsourcing market differs from the Swedish, because the Swedish companies have bigger IT-organisations, furthermore the Swedish IT- outsourcing market was destroyed in the beginning in the 90s. The bad experience in Sweden has led to loss of faith in IT-suppliers on the market, this has a large influence on outsourcing decisions.

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Bean, Gerard M. D. "Fiduciary relationships, fiduciary duties and joint ventures : the joint operating agreement." Thesis, University of Cambridge, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.334089.

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Books on the topic "Joint venture company"

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Newman, William Herman. Birth of a successful joint venture. Lanham: University Press of America, 1992.

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Venkataramani, Raja. Japan enters Indian industry: The Maruti-Suzuki joint venture. London: Sangam, 1990.

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Venkataramani, Raja. Japan enters Indian industry: The Maruti-Suzuki joint venture. New Delhi: Radiant Publishers, 1990.

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Chong, Alvin Ng Eng. Business joint venture between small foreign company and Singapore company focusing on specific industrial markets. London: University of East London, 1998.

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Council, Leeds City. Invitation to negotiate: A proposed partnership to establish a joint venture company for the delivery of education and administrative support services. Leeds: Leeds City Council, 2000.

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Channon, N. J. The relevance of joint ventures in international business today, with particular reference to my own employer, who entered into a joint venture agreement with an off-shore company in Sri Lanka on the 30th of September 1996. [s.l: The Author], 1997.

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Linklaters & Paines (Firm). Joint ventures. London, [England]: Longman, 1990.

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San Francisco (Calif.). Office of the Controller. Audits Division. Human Rights Commission: Barri Electric Company, Inc., met the objectives for women business enterprise participation in its contract with the Airport. San Francisco: Office of the Controller, 2002.

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Division, San Francisco (Calif ). Office of the Controller City Services Auditor. Board of Supervisors: Shimmick Construction Company, Inc./Homer J. Olsen, Inc., a Joint Venture, complied with the City requirement not to use any City funds for political activities. San Francisco: Office of the Controller, 2004.

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San Francisco (Calif.). Office of the Controller. Audits Division. Human Rights Commission: J. Flores Construction Company, Inc., did not meet some of the participation levels for minority business enterprise and women business enterprise subcontractors in its contract with the Public Utilities Commission. San Francisco: Office of the Controller, 2003.

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Book chapters on the topic "Joint venture company"

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Yin, Yongfeng, Weidong Song, Ping Zeng, Xiaoyan Yang, and Guichuan Zhou. "Study on the Present Situation, Causes and Countermeasures of Corporate Culture Construction of Joint Ventures – Taking Changning Company as An Example." In Proceedings of the Fifteenth International Conference on Management Science and Engineering Management, 210–21. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-79206-0_16.

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Sharma, Vinod, Chandan Maheshkar, and Disha Chandra. "Cultural Problems During an International Joint Venture." In Handbook of Research on Cross-Cultural Business Education, 250–71. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3776-2.ch012.

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In the brace of globalization, the number of international joint ventures (IJVs) has shown a steep rise over the past two decades, with the aim of becoming more globally unified and increasing the range of exploitable complementary resources that increase the capacities, efficiencies, and core competencies of the IJV companies. The IJV companies face several issues related to intercultural differences and do a lot of maneuvers to ensure a successful venture. This chapter elaborates such issues and how the company resolves them through a phenomenological approach. The research objective is to investigate whether the success of joint venture can be attributed to the solutions of intercultural problems in congruence. During the research, eight employees from the top management were interviewed, who highlighted several intercultural problems and also discussed the solutions which could effectively resolve such issues. Further study has been recommended on an unsuccessful venture where the IJV failed due to such cultural problems to check the effectiveness of the solutions used.
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Martinelli-Lee, Teresa, and Kathleen B. Duncan. "International Joint Ventures at the Crossroads." In Handbook of Research on Global Business Opportunities, 150–67. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6551-4.ch007.

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While leading theorists, researchers, and practitioners are currently engaged in the discussion of global leadership, the perspective has been in terms of case studies of multi-country or multi-company approaches. This chapter frames the role of competencies by introducing a new model of shared leadership called the Five Lenses of Shared Leadership. The model uses grounded theoretical foundations to support its components and provides implications for use across various partnership and business relationships. The collaborative structure of an International Joint Venture (IJV) is defined in terms of market share and a competitive advantage. Critical discussion on the development of global leaders, organizational conflicts and culture, and embedded effectiveness across borders and boundaries serves as a methodology for understanding knowledge transfer.
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Vargas-Hernández, José G., Antoniadis I. Ioannis, and L. E. González-Armenta. "Joint Venture Efficiency through Skills Complementarity or by Reducing Transaction Costs?" In Advances in Business Strategy and Competitive Advantage, 162–90. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0843-4.ch006.

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This paper aims to examine the main strategies multinational companies implement to enter new markets, and more specifically emerging ones, by reviewing the determinants of the strategic choice between establishing a joint venture formed by a multinational and a local partner, and the merger/acquisition of a local firm. By reviewing the relevant literature, we explore the strategies that Multinational Enterprises (MNEs) follow to enter new markets in emerging economies. Finally we put the literature in test by presenting a case study of a clothing retail company that has been a platform for multinationals wishing to enter the market of Mexico.
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Clegg, Ben, and Mario Binder. "Managing the Dynamic Reconfiguration of Enterprises." In IT Outsourcing, 387–97. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch024.

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Due to environmental changes and business trends such as globalisation, outsourcing and virtualisation, more and more companies get involved in business activities that are outside their direct control. This typically occurs by entering into collaborative relationships and joint ventures with specialised companies in order to fulfil the demands of customers quickly (DiMaggio, 2001). Organisational structures that results from such collaborative relationships and joint ventures are referred to in this paper as enterprises and the management of them known as enterprise management. The authors use the definition of the European Commission (2003) that defines an enterprise as “… an entity, regardless of its legal form … including partnerships or associations regularly engaged in economic activities.” Therefore in its most simple form an enterprise could be a single integrated company. However, findings from this research show that enterprises can also be made up of parts of different companies and the structure of the enterprise is contingent upon a variety of different factors. The success of the enterprise as a collaborative venture depends on the ability of companies to intermediate their internal core competencies into other participating companies’ value streams and simultaneously outsource their own peripheral activities to companies that can perform them quicker, cheaper, and more effectively (Lal et al., 1995). In other words, the peripheral activities of one member-company must be complemented by a core competence of another member-company within an overall enterprise.
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"What are the advantages and disadvantages of participating in a joint venture with another company?" In Secrets of Intellectual Property, 89–90. United Nations, 2004. http://dx.doi.org/10.18356/01e94334-en.

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Vargas-Hernández, José G. "Microfinancial Collaborative Economies Business Models and Strategies for Quality of Life Improvement." In Advances in Finance, Accounting, and Economics, 94–112. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5240-6.ch005.

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The present chapter analyzes two cases of a joint venture stage to determine the successes and failures undertaken by the PROMUSAG and Uber as a model and strategies of collaborative economies to improve the quality of life. First, it is analyzed PROMUSAG as a program to finance women entrepreneurship aimed to improve the quality of life and the second case aims to analyze the different strategies taken by Uber to join the global market successfully, positioning itself in different countries. The analysis concludes that the empirical knowledge of entrepreneurs, in this case were not sufficient to direct the business to success, and that the lack of structured knowledge and adequate scientific support for this project strongly directed towards the non-permanence on the market. Taking terms as work global, it is considered Uber as a technology-based company and sees it from an overall, same strategy refers to a strategy that follows the company having a worldwide standardized product, another issue that would revise the importance of the theory of institutions.
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Vargas-Hernández, José G. "Microfinancial Collaborative Economies Business Models and Strategies for Quality of Life Improvement." In Research Anthology on Changing Dynamics of Diversity and Safety in the Workforce, 223–41. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-2405-6.ch014.

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The present chapter analyzes two cases of a joint venture stage to determine the successes and failures undertaken by the PROMUSAG and Uber as a model and strategies of collaborative economies to improve the quality of life. First, it is analyzed PROMUSAG as a program to finance women entrepreneurship aimed to improve the quality of life and the second case aims to analyze the different strategies taken by Uber to join the global market successfully, positioning itself in different countries. The analysis concludes that the empirical knowledge of entrepreneurs, in this case were not sufficient to direct the business to success, and that the lack of structured knowledge and adequate scientific support for this project strongly directed towards the non-permanence on the market. Taking terms as work global, it is considered Uber as a technology-based company and sees it from an overall, same strategy refers to a strategy that follows the company having a worldwide standardized product, another issue that would revise the importance of the theory of institutions.
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Bower, D. Jane. "The new approach to company/campus joint ventures." In Company and Campus Partnership, 22–38. Routledge, 2018. http://dx.doi.org/10.4324/9781351270342-2.

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Boyce, Gordon. "The 1890s: Furness Withy's Expansion by Acquisition and Promotion." In The Growth and Dissolution of a Large-Scale Business Enterprise, 35–54. Liverpool University Press, 2012. http://dx.doi.org/10.5949/liverpool/9780986497391.003.0003.

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This chapter follows the actions of the Furness Group during the 1890s, commenting on expansion through acquisition and promotion. In particular, it examines the three expansion methods utilised by Christopher Furness: purchasing firms to acquire their routes and tonnage; entering joint ventures with shipping companies based in Liverpool, London, Hull, and ventures with other industries; and by selling shares in single-ship companies on a larger scale. In doing so, it covers the surge of growth between 1895 and 1901; subsidised services; and the role of branch offices. Finally, it provides a breakdown of the Furness Group’s financial performance between 1892 and 1900. It concludes that Furness’ expansion methods and sharp decision-making were successful and as a result the company flourished while Britain’s trade grew in both volume and complexity.
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Conference papers on the topic "Joint venture company"

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Yi, Tang. "The Study of Instrument Channel Precision and Application in Nuclear Power Qinshan Joint Venture Company Limited." In 16th International Conference on Nuclear Engineering. ASMEDC, 2008. http://dx.doi.org/10.1115/icone16-48263.

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This paper studies the factors that effect instrument channel precision in Nuclear Power Qinshan Joint Venture Company Limited (NPQJVLC) and the methods to improve the precision. Also, it describes the attempts to improve channel precision that have been used in NPQJVLC and the effect on the maintenance strategy. It aims at helping other plants to improve instrument channel precision and get an optimum maintenance plan for nuclear power engineering.
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Adebajo, Adeyemi, Daniel Emuchay, Olubunmi Adeyinka, Damilola Oseni, Babafemi Onasanya, Promise Wopara, Victor Onyekwere, and Chris MacDonald. "Implementation of a Well Integrity Management System in the Nigeria Agip Oil Company Joint Venture NAOC JV Using Peloton WellView Software." In SPE Nigeria Annual International Conference and Exhibition. Society of Petroleum Engineers, 2020. http://dx.doi.org/10.2118/203690-ms.

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Sirica, Steven, and Igor Fuksman. "Extending the Flexibility of Object Oriented Systems Modeling Architectures." In ASME 2011 Turbo Expo: Turbine Technical Conference and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/gt2011-46641.

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When adopting an industry-wide generalized modular based system simulation tool (such as the Numerical Propulsion System Simulation – NPSS™), the generic modules provided with the system do not typically provide the fidelity required for detailed engineering design and analysis nor do they necessarily align with company specific methods. The challenge is to develop company specific replacement modules that would promote standardized methodologies while still providing the flexibility required for unique methods and / or joint venture teaming arrangements. Pratt & Whitney (P&W) has developed such a system within the NPSS™ framework that leverages the intrinsic Object Oriented (OO) capabilities of this tool without compromising the integrity of the standard methodologies. This flexibility easily allows a single system to be used for engine systems modeling from Concept Initiation through Fielded Product Support. Additionally, the structure and capabilities of this newly developed system provides the means for a significant reduction in the manpower required to maintain / upgrade this toolset.
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Yufei, Xia, Wai Tse, Xinyan Qin, Sheng Liu, and Sen Zhang. "First Chinese SCADA System for Long Distance Oil and Gas Pipelines." In 2008 7th International Pipeline Conference. ASMEDC, 2008. http://dx.doi.org/10.1115/ipc2008-64511.

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Up until 2007, China has been relying on foreign SCADA vendors to provide SCADA systems for the controlling and monitoring of long distance oil and gas pipelines. While foreign SCADA systems satisfy most requirements, there are still issues such as high cost, limited localization, lack of experienced local representatives, and slow to respond to system changes, etc., remain to be solved and improved in the future. In Jan 2006, Sinopec, one of the major oil and gas corporations in China, initiated a joint venture with a local IT company, Beijing East Mainstay Technology Company Ltd. (East MS), to develop a SCADA system for oil and gas pipelines. The first prototype was finished in Aug 2006. It then went through 4 months of rigorous system testing and refinement and finally it was applied to 5 refined products pipelines in China. This paper unfolds the architecture of the system and discusses the system features in detail to give the audience an insight into the first Chinese SCADA system for long distance oil and gas pipelines.
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Masawi, F., P. Naidoo, W. Majola, and T. J. Hammons. "Analysis of the Performance of an African Joint Venture Company Established for the Transport of Bulk Power from Eskom South Africa to Swaziland, Mozambique and the Mozal Aluminum Smelter in Maputo." In 2007 IEEE Power Engineering Society General Meeting. IEEE, 2007. http://dx.doi.org/10.1109/pes.2007.386123.

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Pham, Hiep, Narumon Sriratanaviriyakul, and Mathews Nkhoma. "IT Investment in ABC Textile and Dyeing Asia Pacific Perspective." In InSITE 2015: Informing Science + IT Education Conferences: USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2238.

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Quyen Le, Deputy Director at ABC Textile and Dyeing Joint Venture Company (JVC), returned from a meeting with an Enterprise Resource Planning (ERP) service provider. Quyen was wondering which options of ERP implementation would be best suited to gain staff support and pre-pared the company for long term development. ABC had undergone considerable growth in recent years. Having become one of leading manufacturers of denim fabric in Vietnam market, the company was now facing some organizational challenges. To cope with pressing competition in local and overseas markets, ABC had needed to acquire internationally recognized certification for its quality control system and standardized manufacturing process. The company implemented a quality management process in order to achieve its goal of ISO9000:2008 certification. There was substantial additional paperwork to be handled with the new process. ABC currently used an outdated decentralized computing system in managing its denim manufacturing process. It was time-consuming and difficult to obtain timely and accurate production information—including material planning, production costing, machinery inventory, production reports—and difficult to share information among departments. Furthermore, over a hundred different reports for various stages of the denim manufacturing process were generated and handled by several departments. Lacking the technical knowledge to deal with complex technological context, Quyen considered outsourcing the implementation of an ERP system to ease the documentation tasks required by the ISO 9000:2008, and to manage more effectively the denim manufacturing and to streamline the reporting system. Facing concerns and criticisms from staff during the implementation of the ISO 9000:2008 quality management process due to its complex, time-consuming documentation requirement and added workload with no immediate benefits, Quyen was facing a tough decision whether to move forward with implementing an ERP system that promised another tough challenge to get the sup-port from staff and required necessary organizational changes to create business value from the information technology (IT) investment. ABC Textile and Dyeing JVC (ABC) was part of a textile industry that represented an important component of the global and local economies.
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Zoccoli, Michael J., and David D. Klassen. "T407/GLC38: A Modern Technology Powerplant." In ASME 1990 International Gas Turbine and Aeroengine Congress and Exposition. American Society of Mechanical Engineers, 1990. http://dx.doi.org/10.1115/90-gt-242.

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The T407/GLC38 turboprop/turboshaft engine is a 6000 shaft horsepower (SHP) class gas turbine engine currently under joint development by Textron Lycoming of Stratford, Connecticut, and GE Aircraft Engines of Lynn, Massachusetts, with Bendix Control of South Bend, Indiana, a division of Allied Signal; Ruston Gas Turbines Limited of Great Britain, part of GEC ALSTHOM; and Steel Products Engineering Company (SPECO) of Springfield, Ohio. The powerplant is derived from the highly successful GE27 Modern Technology Demonstrator Engine (MTDE) program, which was conducted under the auspices of the U.S. Army in the mid-1980s. The T407 turboprop is currently under development for the U.S. Navy’s new P-7A anti-submarine warfare (ASW) aircraft. The P-7A will replace the P-3 and is under contract to Lockheed Aeronautical Systems Company (LASC). A T407 turboshaft model is also in development. The GLC38 commercial turboprop version, planned for both business and commuter aircraft, draws considerably on lessons learned through GE and Textron Lycoming’s extensive commercial experience, thereby ensuring the latest state of the art in maintainability, life, reliability, and ease of operation. The T407/GLC38 engine development program, scheduled for completion in December 1991, is uniquely defined to meet the stringent requirements of both Federal Aviation Administration (FAA) regulations and Military Specification MIL-E-008593E. The engine’s primary identity will be commercial, however, as per agreement with the U.S. Navy. The engine’s gas generator core is also part of a joint venture between the Garrett Engine Division of Allied Signal Corporation and GE. Garrett is responsible for developing the fan and power turbine for a new generation turbofan engine, the CFE738. This paper describes the key features of the T407/GLC38 engine design, performance, and development program.
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Eze, Joy, Oluwarotimi Onakomaiya, Ademola Ogunrinde, Olusegun Adegboyega, James Wopara, Fred Timibitei, and Matthew Ideh. "Practical Experience in Rig Move and Workover Operations in an Amphibious Terrain: A Case Study of Escravos Beach Rig Move and Workover Operations." In SPE/AAPG Africa Energy and Technology Conference. SPE, 2016. http://dx.doi.org/10.2118/afrc-2582947-ms.

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ABSTRACT The exploration and production of oil and gas mostly occurs in remote locations, so as to minimize human exposure and Health Security Safety and Environment (HSSE) risks. Shell Companies in Nigeria is not any different having operated for over 50 years in Nigeria with the largest footprint of all the international oil and gas companies operating in the country spanning over land, swamp, shallow waters and offshore terrains. Shell Petroleum Development Company, the operator of a joint venture (the SPDC JV) between the government-owned Nigerian National Petroleum Corporation – NNPC (55% share), Shell (30%), Total E&P Nigeria Ltd (10%) and the ENI subsidiary Agip Oil Company Limited (5%) focuses mostly on onshore and shallow water oil and gas production in the Niger Delta with about 60+ producing oil and gas fields and a network of approximately 5,000 kilometers of oil and gas pipelines and flow lines spread across the Niger Delta. Escravos Beach is over 60km from the closest major city, Warri, a major oil and gas zone in the Niger Delta. It is bounded by the Escravos River to the East, Chevron canal to the North and the Atlantic Ocean to the South and is covered with predominantly mangrove forest especially along the creeks and consists of a number of natural and man-made waterways (rivers, creeks and canals). Unlike most other onshore operations, this location can only be accessed via the waterways; thus requiring the rig equipment and every other equipment to be channeled via the waterways and subsequently on land to arrive at the site. The amphibious nature of this operation requires a combination of onshore and swamp requirements with increased HSSE exposure, logistics requirement and cost. This paper aims to highlight the practical experience garnered in the rig move and workover operations of Rig XYZ which operated in the Escravos Beach region.
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Ransome, Cherise M., and Randell T. Jackman. "Applying Front End Loading FEL Approach to Rationalizing Heritage Petroleum Company Limited Forward Development Strategy." In SPE Trinidad and Tobago Section Energy Resources Conference. SPE, 2021. http://dx.doi.org/10.2118/200891-ms.

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Abstract This paper presents the methodology used by the Offshore Business Unit of Heritage Petroleum Company Limited (HPCL), to reorganize its future development portfolio. This methodology enabled us to re-organize and rank future projects in order of 1) Developability, 2) Subsurface, Drilling, Flow Assurance and HSSE risks, 3) Financial indicators such as CAPEX and $/BOE, as an approach to maximizing return on investment whilst maintaining the stated goals of the company of monetizing our oil reserves and resources. Following the incorporation of HPCL, the organization attempted to embark on a production stabilization and growth strategy but faced challenges regarding financial and human resource allocation as well as understanding project development best suited for the mature 70 year kit it currently operates. There was a sizable Forward Drilling Campaign (FDP) that remained to be executed from the Legacy company, but there was a need to determine how best to proceed with it. The question was how can we optimize this FDP to attain Heritage’s goals in the short and near term. The answer resided in holding a Pre-Appraisal workshop. A Pre-Appraise Level-1 workshop was held analyzing risk and uncertainty for all future drilling projects. Key to understanding and quantifying inherent risks and opportunities was the presence of a full multidisciplinary team, which included subsurface, facilities, drilling, finance, planning and HSSE personnel. This approach yielded a list of future opportunities that best fit HPCL’s debt-to-capital ratio or debt service coverage position. It also helped to identify projects better suited for joint venture or external capital expenditure options. This workshop resulted in upper management having clear line-of sight regarding the project portfolio, and resource assignment. Once the projects were ranked and grouped, the process of calculating the associated investment to capitalize production across the entire lifecycle was undertaken. A matrix showing Dollar/BOE vs. Project Risk was then built for the new growth strategy. This tool allowed HPCL to select those opportunities that required minimum investment coupled with low HSSE risks. The Pre-Appraise Level-1 workshop guided HPCL to initiate the Shallow Forest Main Field re-development and the East Field drilling development projects as developments to undertake with least risk. The Main Field Shallow Forest Development requires the lowest CAPEX (Drilling and Facilities) and is capital efficient. The proved to non-proven reserves ratio is small (0.05) indicating a high developable remaining resource which will be accessible through secondary or tertiary methods. This approach to understanding development portfolios is new within HPCL; although it has been tried and tested by many operators worldwide when reviewing their capital projects. The Shallow Forest Main Field development carries a low risk profile and is being managed using the Capital Value Process. This project is now in the appraise stage.
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10

Erickson, Paul A., Robert J. Kamisky, and Nathan Moock. "Coal Based Methanol for Use in Fuel Cells: Research Needed." In ASME 2004 Power Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/power2004-52175.

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Recent interest in hydrogen fuel cells and fuel cell vehicles as well as interest in the energy independence of the United States has prompted investigation into the question of using methanol derived from domestic coal as a primary source for hydrogen production. Since 1983 Eastman Chemical Company has been utilizing methanol from high sulfur coal feedstock in the production of acetic anhydride and acetic acid at their Chemicals from Coal Facility in Kingsport, TN. The Chemicals from Coal Facility was the first use of a commercial Texaco coal gasifier to provide clean syngas for the production of acetyl chemicals. Methanol is produced as an intermediate step in the process in a Lurgi fixed catalyst bed gas phase reactor and in a newer “Liquid Phase” slurry process, which was built in 1997 as a joint venture between Eastman, Air Products and Chemicals Inc., and the Department of Energy. Initial testing has indicated that hydrogen can be derived from this coal-based fuel but impurities were seen as problematic, especially for utilization in fuel cells. The coal-derived methanol has since been further refined and distilled, yet no full analysis of the hydrogen produced from this refined product for fuel cell applications has taken place. This paper will discuss the fuel pathway from coal to hydrogen, including a description of the Eastman’s Coal Gasification Process and methanol production facilities as well as the research underway to quantify production of hydrogen from this coal-based methanol utilizing the latest reforming technologies for use in a Polymer Electrolyte (PEM) fuel cell.
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Reports on the topic "Joint venture company"

1

Advanced Flue Gas Desulfurization (AFGD) demonstration project: A project proposed by Pure Air, a joint venture company. Office of Scientific and Technical Information (OSTI), November 1989. http://dx.doi.org/10.2172/5202379.

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