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Journal articles on the topic 'Joint ventures Joint ventures Managerial accounting'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 February 2022

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1

Firth, Michael. "The diffusion of managerial accounting procedures in the People's Republic of China and the influence of foreign partnered joint ventures." Accounting, Organizations and Society 21, no. 7-8 (1996): 629–54. http://dx.doi.org/10.1016/0361-3682(95)00039-9.

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2

Leung, Alicia, Amy L. Y. Wong, and Michael N. Young. "Global Information Technology Company, Ltd." Asian Case Research Journal 12, no. 01 (2008): 129–40. http://dx.doi.org/10.1142/s0218927508001060.

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This case presents a scenario that pertains to the effective management of human resources in a Chinese cultural context where guanxi and face are of considerable importance. It depicts actual situations in detail, but the names of the organization and participants have been disguised at the request of the interviewees. The scenarios deal with issues of managerial appointments, promotion, husband-wife team in an organization, threat of resignation, effective leadership and achievement of subordinate respect and performance. Human resource management in China often requires a different approach

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3

Coletti, Angela L., Karen L. Sedatole, and Kristy L. Towry. "The Effect of Control Systems on Trust and Cooperation in Collaborative Environments." Accounting Review 80, no. 2 (2005): 477–500. http://dx.doi.org/10.2308/accr.2005.80.2.477.

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Because of conflicting incentives among participants, collaborations (e.g., strategic alliances, joint ventures, and work teams) present a significant control challenge to managerial accountants. On the one hand, formal controls such as sanctioning and monitoring systems improve cooperation by reducing the incentives for opportunistic behavior. On the other hand, prior research finds that the mere presence of a control system causes decision makers to view the collaborative setting as noncooperative, and other collaborators as untrustworthy. In this paper, we conduct two experiments in which p

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4

Chi Cui, Charles, Derrick F. Ball, and John Coyne. "Working effectively in strategic alliances through managerial fit between partners: some evidence from Sino–British joint ventures and the implications for R&D professionals." R&D Management 32, no. 4 (2002): 343–57. http://dx.doi.org/10.1111/1467-9310.00265.

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5

White III, George O., Thomas A. Hemphill, Tazeeb Rajwani, and Jean J. Boddewyn. "Does context really matter? The influence of deficient legal services on the intensity of political ties in the regulatory and legal arenas." Multinational Business Review 28, no. 3 (2020): 277–305. http://dx.doi.org/10.1108/mbr-05-2019-0046.

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Purpose The purpose of this study is to apply the institution-based view and resource dependence theory in arguing that perceived deficiencies in a legal service sector where a foreign subsidiary operates will influence the intensity of its political ties with actors in both the regulatory and legal arenas. The authors further theorized that these relationships will vary across governance environments. Design/methodology/approach The research context for this study was multinational enterprises (MNE) wholly owned foreign subsidiaries and international joint ventures (IJVs) operating in the Phi

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6

Maitland-Davies, Eleanor M., and Brian Kenny. "Managerial Motivations for UK-Czech Joint Ventures." Journal of East European Management Studies 5, no. 2 (2000): 173–92. http://dx.doi.org/10.5771/0949-6181-2000-2-173.

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7

Blake, John, Simon Gao, and Philip Wraith. "Joint ventures in China – accounting implications." Managerial Finance 26, no. 5 (2000): 1–11. http://dx.doi.org/10.1108/03074350010766639.

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8

Goldbers, Irwin, and Rose M. Wolfe. "Accounting for real estate joint ventures." Journal of Corporate Accounting & Finance 5, no. 1 (1993): 105–12. http://dx.doi.org/10.1002/jcaf.3970050111.

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9

MIYAGIWA, KAZ. "COLLUSION AND RESEARCH JOINT VENTURES." Journal of Industrial Economics 57, no. 4 (2009): 768–84. http://dx.doi.org/10.1111/j.1467-6451.2009.00399.x.

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10

Pokharel, Prakash. "Competitor Accounting (CA) of Joint Venture Banks." KMC Research Journal 3, no. 3 (2019): 109–22. http://dx.doi.org/10.3126/kmcrj.v3i3.35718.

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In order to facilitate the collection and analysis of accounting information related with the competitor in the context of strategic management accounting, the term competitor accounting has been developed. However, no empirical results are available as to the extent to which such information influences strategic decision behavior. Main purpose of this study is to explore the effect of competitor accounting on performance of the joint venture banks, and compare the effectiveness of competitor accounting between those banks. For this structured questionnaire survey with 133 staffs of the concer

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11

Ferguson, Trudi C. "Joint Ventures in China." Journal of Management Inquiry 2, no. 2 (1993): 201–4. http://dx.doi.org/10.1177/105649269322011.

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12

Kamien, Morton I., and Israel Zang. "Competing Research Joint Ventures." Journal of Economics Management Strategy 2, no. 1 (1993): 23–40. http://dx.doi.org/10.1111/j.1430-9134.1993.00023.x.

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13

Wang, Zhong‐Ming. "Managerial Psychological Strategies for Sino‐Foreign Joint Ventures." Journal of Managerial Psychology 7, no. 3 (1992): 10–16. http://dx.doi.org/10.1108/eum0000000001737.

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14

Zadorozhnyi, Zenovii, Valentyna Orlova, and Sofiia Kafka. "Cost and managerial accounting of joint activities related to the use of fixed assets." Herald of Ternopil National Economic University, no. 2(88) (June 5, 2018): 84–93. http://dx.doi.org/10.35774/visnyk2018.02.084.

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The research paper reveals the essence of the concepts of joint activity, joint operation, and joint venture. A set of key features for classification of joint activities is identified and their impact on accounting of joint activities is assessed. The article also reviews the essential elements of accounting of joint activities in the light of International Financial Reporting Standards (IFRS), and characterizes the process of recording accounting entries related to basic operations, which depend on organizational forms of joint activities (a joint venture or a joint operation, with or withou

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15

Sansing, Richard C. "Joint Ventures between Nonprofit and For-Profit Organizations." Journal of the American Taxation Association 22, s-1 (2000): 76–88. http://dx.doi.org/10.2308/jata.2000.22.s-1.76.

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This paper examines the consequences of allowing a nonprofit organization to form a joint venture with a for-profit organization. Three tax regimes are considered: prohibiting all such joint ventures, allowing all such joint ventures, and restricting joint ventures between nonprofit and for-profit entities to those controlled by the nonprofit organization. The paper derives the equilibrium profit-sharing rule, output decision, and organizational form choice under each tax regime. Joint ventures can create both private and social benefits by reducing production costs. They can also create priva

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16

Chong, H. Gin. "Measuring performance of Chinese joint ventures." Advances in Accounting 25, no. 1 (2009): 81–88. http://dx.doi.org/10.1016/j.adiac.2009.02.007.

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17

Eeftink, Egbert, and Ronald De Feijter. "Joint ventures in de jaarrekening." Maandblad Voor Accountancy en Bedrijfseconomie 83, no. 12 (2009): 414–25. http://dx.doi.org/10.5117/mab.83.13873.

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Naar verwachting zal de International Accounting Standards Board (IASB) begin 2010 een nieuwe standaard publiceren over de verslaggeving van gezamenlijke regelingen (joint arrangements), inclusief joint ventures. Volgens deze standaard zal proportionele consolidatie van joint ventures onder IFRS niet langer zijn toegestaan, maar zal waardering volgens de equity-methode moeten plaatsvinden. In dit artikel worden de belangrijkste aspecten van de verwachte inhoud van deze nieuwe standaard beschreven. Ook wordt ingegaan op het belangrijkste argument van de IASB om proportionele consolidatie niet l

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18

Eddey, P. H., and G. G. Sullivan. "ACCOUNTING FOR INVESTMENTS IN UNINCORPORATED JOINT VENTURES." Accounting & Finance 20, no. 1 (2009): 1–20. http://dx.doi.org/10.1111/j.1467-629x.1980.tb00010.x.

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19

Rowden, Keith. "Accounting for joint ventures: Is change coming?" Journal of Corporate Accounting & Finance 4, no. 1 (1992): 69–74. http://dx.doi.org/10.1002/jcaf.3970040109.

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20

Ryu, Min Ho, Jieun Park, and Kyu Tae Kwak. "Joint Ventures between Online Portals and News Publishers: Will they be an Alternative to Symbiosis?" Sustainability 12, no. 8 (2020): 3296. http://dx.doi.org/10.3390/su12083296.

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Around the world, legacy news publishers are suffering from the deep decline of revenues and face the challenge of survival. As the situation continues, conflicts between online portal and news producers are also intensifying. Under these circumstances, Naver, the biggest internet portal in Korea, and several Korean news publishers have begun to seek a new breakthrough—media joint ventures. The joint venture between online portals and news publishers is a unique collaboration model that has not been found in other countries. This study investigates the motivation of the media joint ventures an

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21

Rooz, Jozsef, Imre Sztano, and Fudit Lakis. "The regulation of joint ventures in Hungary." European Accounting Review 5, no. 1 (1996): 115–47. http://dx.doi.org/10.1080/09638189600000007.

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22

Groot, Tom L. C. M., and Kenneth A. Merchant. "Control of international joint ventures." Accounting, Organizations and Society 25, no. 6 (2000): 579–607. http://dx.doi.org/10.1016/s0361-3682(99)00057-4.

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23

Beauchamp, Peter D., and Brian H. Kleiner. "How To Create Successful Joint Ventures." Management Research News 18, no. 3/4/5 (1995): 88–95. http://dx.doi.org/10.1108/eb028409.

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24

Vaidya, Sameer. "International joint ventures: an integrated framework." Competitiveness Review 19, no. 1 (2009): 8–16. http://dx.doi.org/10.1108/10595420910929022.

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25

Wagner, Cynthia K. "Strategy first in international joint ventures." Journal of Technology Transfer 18, no. 1-2 (1993): 39–48. http://dx.doi.org/10.1007/bf02178117.

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26

Li, Huaning, and Colin M. Clarke‐Hill. "Sino‐British joint ventures in China." European Business Review 16, no. 1 (2004): 44–63. http://dx.doi.org/10.1108/09555340410512402.

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27

Lim, Chee Yeow, Gillian H. H. Yeo, and Chao-Shin Liu. "Information asymmetry and accounting disclosures for joint ventures." International Journal of Accounting 38, no. 1 (2003): 23–39. http://dx.doi.org/10.1016/s0020-7063(03)00003-7.

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28

Tudor, Adriana Tiron, and Victor Octavian Muller. "The European position on accounting for joint ventures." International Journal of Liability and Scientific Enquiry 2, no. 2 (2009): 176. http://dx.doi.org/10.1504/ijlse.2009.023987.

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29

Swift, Kent. "An Examination of Joint Ventures between Nonprofit Hospitals and For-Profit Businesses." ATA Journal of Legal Tax Research 1, no. 1 (2003): 41–53. http://dx.doi.org/10.2308/jltr.2003.1.1.41.

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Nonprofit hospitals have increasingly found that it is to their advantage to enter into joint ventures with for-profit entities as a means of raising capital and/or obtaining expertise. A number of IRS letter rulings, revenue rulings, and court cases have addressed the issue of the types of joint ventures between nonprofit hospitals and for-profit entities that are within the hospital's charitable mission and those joint ventures that cross the line and would cause the hospital to lose its status as a tax-exempt entity under I.R.C. §501(c)(3). An examination of this literature suggests that no

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30

Kaynak, Erdener, Ali Kara, and Syed Akmal Hyder. "SERVICE JOINT VENTURES AS STRATEGIC TRADE ALLIANCES." Competitiveness Review 5, no. 1 (1995): 44–53. http://dx.doi.org/10.1108/eb046320.

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31

Crutchley, Claire E., Enyang Guo, and Robert S. Hansen. "Stockholder Benefits from Japanese-U.S. Joint Ventures." Financial Management 20, no. 4 (1991): 22. http://dx.doi.org/10.2307/3665709.

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32

Ding, Daniel Z. "Control, Conflict, and Performance: A Study of U.S.-Chinese Joint Ventures." Journal of International Marketing 5, no. 3 (1997): 31–45. http://dx.doi.org/10.1177/1069031x9700500304.

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This study was designed to test empirically the linkages between control, conflict, and performance using a sample of U.S.-Chinese joint ventures established in China during the period of 1979–1989. Data were gathered through a questionnaire survey among U.S. managers and personal interviews with both U.S. and Chinese general managers in the selected joint ventures. Results showed that dominant managerial control exercised by the foreign partner had a positive impact on the perceived joint venture performance. The study identified major areas in which conflict between joint venture partners oc

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33

Sengupta, Sanjit, and Monica Perry. "Some Antecedents of Global Strategic Alliance Formation." Journal of International Marketing 5, no. 1 (1997): 31–50. http://dx.doi.org/10.1177/1069031x9700500104.

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This article investigates equity joint ventures and contracts as alternative cooperative alliance forms in global, high-technology industries. An analysis of 476 strategic alliances finds that equity joint ventures are preferred to contracts when cultural differences between partner firms are greater, and when alliances involve upstream rather than downstream value chain activities. Contrarily, the data show that contracts are preferred to equity joint ventures in cross-industry alliances, and when the technological intensity of the industry sector of cooperation is higher. While the study rei

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34

Julian, Craig C. "Joint Venture Conflict: The Case of Thai International Joint Ventures." Journal of Asia-Pacific Business 9, no. 1 (2008): 6–27. http://dx.doi.org/10.1080/10599230801971242.

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35

Datta, Deepak K. "International Joint Ventures: A Framework for Analysis." Journal of General Management 14, no. 2 (1988): 78–91. http://dx.doi.org/10.1177/030630708801400205.

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36

GILLEY, OTIS W., GORDON V. KARELS, and RANDOLPH M. LYON. "JOINT VENTURES AND OFFSHORE OIL LEASE SALES." Economic Inquiry 23, no. 2 (1985): 321–39. http://dx.doi.org/10.1111/j.1465-7295.1985.tb01768.x.

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37

Greenlee, Patrick. "ENDOGENOUS FORMATION OF COMPETITIVE RESEARCH SHARING JOINT VENTURES*." Journal of Industrial Economics 53, no. 3 (2005): 355–91. http://dx.doi.org/10.1111/j.1467-6427.2005.00259.x.

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38

Alejandra Gonzalez-Perez, Maria, and Juan Fernando Velez-Ocampo. "Targeting one’s own region: internationalisation trends of Colombian multinational companies." European Business Review 26, no. 6 (2014): 531–51. http://dx.doi.org/10.1108/ebr-03-2013-0056.

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Purpose – This paper aims to provide an examination of the ongoing internationalisation processes undertaken by 30 major multinational Colombian-owned firms. It also presents a theoretical overview and a conceptual framework for the understanding of internationalisation patterns from emerging countries’ multinational enterprises. Design/methodology/approach – This study is built based both on the results collected from comparative case studies based in the literature and empirical observations of Colombia’s patterns. This study observed the evolution in terms of commitment and investment decis

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39

Campbell, Nigel. "THE PATTERN OF EQUITY JOINT VENTURES IN CHINA." Management Research News 11, no. 4/5 (1988): 35–42. http://dx.doi.org/10.1108/eb027989.

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40

Gurau, Calin. "Entrepreneurial strategies of small Romanian-Italian joint ventures." International Journal of Business and Globalisation 3, no. 1 (2009): 81. http://dx.doi.org/10.1504/ijbg.2009.021633.

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41

Glambosky, Mina, Kim Gleason, and Joan Wiggenhorn. "Joint ventures between US MNCs and foreign governments." International Journal of Managerial Finance 7, no. 3 (2011): 238–58. http://dx.doi.org/10.1108/17439131111144450.

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42

Wang, Yue. "Managerial Choice between Equity Joint Ventures and Contractual Joint Ventures in China: A Critical Test of Transaction Cost Economics and Resource-Based View." Asian Business & Management 6, no. 4 (2007): 355–75. http://dx.doi.org/10.1057/palgrave.abm.9200235.

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43

Giacobbe, Francesco, and Peter Booth. "Controlling International Joint Ventures: An Investigation of Australian Parent Partners." Australian Accounting Review 19, no. 2 (2009): 103–16. http://dx.doi.org/10.1111/j.1835-2561.2009.00049.x.

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44

Wilson, Jonathan, and Ross Brennan. "Relational factors in UK‐Chinese international joint ventures." European Business Review 21, no. 2 (2009): 159–71. http://dx.doi.org/10.1108/09555340910940150.

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45

Cai, Dapeng, and Yukio Karasawa‐Ohtashiro. "WHY DO MANDATED INTERNATIONAL JOINT VENTURES STILL EXIST?" Contemporary Economic Policy 39, no. 1 (2020): 236–47. http://dx.doi.org/10.1111/coep.12490.

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46

Park, Byung Il, Axèle Giroud, and Keith W. Glaister. "Acquisition of managerial knowledge from foreign parents: evidence from Korean joint ventures." Asia Pacific Business Review 15, no. 4 (2009): 527–45. http://dx.doi.org/10.1080/13602380802630757.

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47

Child, John, and Livia Markóczy. "HOST-COUNTRY MANAGERIAL BEHAVIOUR AND LEARNING IN CHINESE AND HUNGARIAN JOINT VENTURES*." Journal of Management Studies 30, no. 4 (1993): 611–31. http://dx.doi.org/10.1111/j.1467-6486.1993.tb00318.x.

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48

Andrews, Rhys, Marc Esteve, and Tamyko Ysa. "Public–private joint ventures: mixing oil and water?" Public Money & Management 35, no. 4 (2015): 265–72. http://dx.doi.org/10.1080/09540962.2015.1047267.

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49

Wang, Yue, and Karen Yuan Wang. "Uncovering control mechanisms in contractual joint ventures in China." Corporate Ownership and Control 10, no. 2 (2013): 114–20. http://dx.doi.org/10.22495/cocv10i2art9.

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This paper aims to examine the control mechanisms within CJV non-equity alliances, enhancing our knowledge of one of the most important yet least understood form of foreign investment in China. The findings also help foreign investors to better understand how to use CJVs as an organizational vehicle to enter Chinese market.

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50

Katsioloudes, Marios I., and Daria Isichenko. "International joint ventures in Russia: a recipe for success." Management Research News 30, no. 2 (2007): 133–52. http://dx.doi.org/10.1108/01409170710722964.

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