International Joint Ventures at the Crossroads

Abstract

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.

Hierarchical relationships of building partnership competency: the use of nominal group technique and interpretive structural modelling

“…The ability to change work culture is to be flexible in dealing with uncertainty and ambiguity that globalisation brings, as supported by Zeynep (2020). Forming a positive organisational culture does not occur overnight but it begins with the leaders who can practice change (Martinelli- Lee and Duncan, 2014). ELs that might hold a director's position two years before their retirement in the MoE, for example, do not mean they could not bring change.…”

“…Literature review Global leadership competency development concerning building partnership is a process that involves influencing, building and maintaining constructive dialogue, collaboration and building networks within and outside organisations. Building partnership also encompasses taking risks, adaptive to emerging and complex change, negotiating and open to effective communication (Mam edio et al, 2019;Martinelli-Lee and Duncan, 2014). Global leadership competency such as building partnership demands leaders to adapt to the challenges of globalisation.…”

“…its core function is to provide educational services to the citizens and make all pivotal educational decisions for the whole country. The structure design of public organisation should resonate the functionality of partnership, collaboration, networks alliances and joint ventures (Martinelli- Lee and Duncan, 2014). Next is the function of the public organisation must upgrade its leaders core competency that runs parallel with globalisation.…”

“…The final lens is timeframes which focus on time and maturity. Time in building a partnership is termed as a "lifetime of relationship building" as suggested by Martinelli- Lee and Duncan (2014). Harvesting partnerships and collaborating do not happen overnight, but it needs time.…”

“…Therefore, public sector leaders must enhance themselves to become ideal global leaders. This study is based on the theoretical lens of complex leadership theory (CLT) (Uhl-Bien et al , 2007) and the five lenses model of shared leadership competencies as introduced by Armstrong (2009) and affirmed by Martinelli-Lee and Duncan (2014) in terms of building partnership.…”