South African Managers' Perceptions of Prospective South African-US Joint Ventures

Banai, Moshe; Akande, Adebowale

doi:10.1300/j156v06n01_02

Cited by 4 publications

(9 citation statements)

References 38 publications

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“…Boateng and Glaister (2002) found that the success of joint ventures (JVs) between foreign investors and local companies in West Africa was constrained partly by the turbulent national policy environments, which did not provide stability for the JV partners. In their study, Banai and Akande (2005) found that S.A. managers expected U.S. firms to have problems with 220 R. A. Owusu and E. Habiyakare the turbulent local situation due, among other causes, to the ''volatility of government regulations.'' Yet the S.A. managers believed that the market was attractive enough and the U.S. firms would enter the market through JVs with them in order to ''gain preferential access to the country's market and distribution sources'' (p. 23).…”

Section: Literature Review and Conceptual Frameworkmentioning

confidence: 99%

Managing Risk and Turbulence in Internationalization of Foreign Companies to South Africa: Lessons from Seven Finnish Business-to-Business Firms

Owusu¹,

Habiyakare

2011

Journal of African Business

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In this article the authors examine how seven Finnish business-tobusiness firms have managed risk and turbulence in their internationalization to South Africa. Thirty interviews with managers and other relevant informants were conducted. The study finds that the levels of perceived risk and turbulence were high in the market and the firms have used networks, alliances, gradual involvement, and a combination of entry modes to deal with the situation. The study contributes to the literature on business in Africa by providing implications for why and how firms develop their involvement in African markets and how they deal with challenges and opportunities.

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Section: Literature Review and Conceptual Frameworkmentioning

confidence: 99%

Managing Risk and Turbulence in Internationalization of Foreign Companies to South Africa: Lessons from Seven Finnish Business-to-Business Firms

Owusu¹,

Habiyakare

2011

Journal of African Business

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“…There are five strategies that have been applied to the study of the effectiveness of IJVs. The first strategy analyzes the characteristics of the parent companies as the determinants of the IJVs' performance (Banai and Akande 2005;Hennart and Zeng 2002). The second strategy relates IJV effectiveness to a number of aspects of IJVs, such as their technological, structural, and behavioral dimensions (Delios and Henisz 2000; Dyer et al 2004;Folta and Miller 2002;Sin et al 2005).…”

Section: The Theory and Practice Of International Joint Venturesmentioning

confidence: 99%

“…The motives for entering into IJVs are important to both partners. In a comprehensive review on joint venture motives, Banai and Akande (2005) conclude that there are three types of reasons to form IJVs: efficiency (to reduce costs, utilize resources efficiently, reduce risks, or overcome governmental restrictions), competition (to reduce competition or enhance market power), and learning (to gain a partner's know-how or resources).…”

Section: South African Managers' Expectationsmentioning

confidence: 99%

“…Some studies have investigated employees' attitudes such as organizational commitment (Arnolds and Boshoff 2003) or employees' needs (Akande 1992b). Others looked into the effect of organizational structure on internal communication (Akande and Odewale 1994;Holtzhausen 2002), ethnic diversity and managerial effectiveness (Boersma et al 2003), cross-cultural studies where South Africa was one of the countries studied, Managerial Assessment centres (Engelbrecht and Fischer 1995), ethics (Banai and Akande 2005), and the research environment (Banai and Akande 2005). However, to this day, only one empirical study (Banai and Akande 2005), could be found that investigates international joint ventures in South Africa.…”

Section: Introductionmentioning

confidence: 99%

“…However, to this day, only one empirical study (Banai and Akande 2005), could be found that investigates international joint ventures in South Africa. This is despite the opportunities for research identified by Banai and Akande (2005) and the importance of this topic for South African as well as for foreign companies. In the following sections we (the authors) first define joint ventures and describe potential strategies to study them.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Should We Put Locals in Charge? Managing Relationships Within Prospective Us – South African Joint Ventures

Akande¹,

Adetoun²,

Tserere³

et al. 2010

Journal of Business Economics and Management

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Abstract. Using a data set derived from South African managers in our empirical analysis of potential U.S.-South Africa agreements. The picture that emerges from the analysis, posits that the need for highest work performance, knowledge management and strict control is high and the South African government's administrative barriers seem to be the most crucial problems for the prospective joint ventures. Furthermore, South African managers endorse issues such as plan for knowledge acquisition, distribution, interpretation and organizational memory/performance. US companies invest in South Africa to gain access to its market and South African companies get into joint ventures with US companies to tap into the appropriate knowledge know-how and financial resources. Key directions for future research in international business stemming from the conceptual framework are also highlighted.

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International joint ventures research on Africa: A systematic literature review, propositions, and contextualization

Oguji

Degbey

Owusu

2018

Thunderbird Intl Bus Rev

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This study reviewed the research on international joint ventures (IJVs) in Africa up to 2017. The authors performed a systematic search of peer-reviewed good-quality research using the 6W procedure and ensured the quality of the review by using the 5Cs quality criteria. The content analysis was focused on four research questions. A total of 22 relevant studies were found. Overall, only about one-third of the lead authors were affiliated with African universities. A majority of the studies were quantitative, and 78% of the studies were done for three countries: Ghana, Morocco, and Nigeria. There was either just one or no study on trust and conflict, partner selection, and human resource management (HRM). At the contextual level, it seems the most important factor influencing IJV strategy and success is institutions. We therefore suggest a greater use of institutional theory. Finally, we present a summary of conceptual framework and four propositions to guide future research.

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South African Managers' Perceptions of Prospective South African-US Joint Ventures

Cited by 4 publications

References 38 publications

Managing Risk and Turbulence in Internationalization of Foreign Companies to South Africa: Lessons from Seven Finnish Business-to-Business Firms

Managing Risk and Turbulence in Internationalization of Foreign Companies to South Africa: Lessons from Seven Finnish Business-to-Business Firms

Should We Put Locals in Charge? Managing Relationships Within Prospective Us – South African Joint Ventures

International joint ventures research on Africa: A systematic literature review, propositions, and contextualization

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