Value Creation on Bilateral Cross‐Border Joint Ventures: Evidence from India

Dhir, Sanjay; Mital, Amita

doi:10.1002/jsc.1942

Cited by 19 publications

(13 citation statements)

References 119 publications

(125 reference statements)

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“…The program was also robust enough to facilitate product extensions and new product development, enabling the bank to offer customers easy to use mobile banking and remittance services—products that were not conceivable in the era of manual entry systems. Although dealing with technology obsolescence will always be a challenge (Dhir, Mital, & Srivastava, ), technological advancements will continue to spur business growth (Dhir & Mital, , ).…”

Section: Leadership Through Innovation and Technologymentioning

confidence: 99%

Banking on Innovation, Innovation in Banking at ICICI Bank

Parameswar¹,

Dhir²,

Dhir³

2016

Glob Bus Org Exc

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A robust banking sector is crucial to the economic health of every nation. In India, the fast‐growing and competitive banking industry is being challenged by new regulations and ever‐evolving customer needs. Based in Mumbai, Industrial Credit and Investment Corporation of India Bank has become a leader in its industry by strategically using technology to broaden its reach to under‐served consumers in rural communities with innovative products, financial literacy outreach, and efficient modes of product delivery. Positioning itself as both technologically savvy and customer‐friendly, Industrial Credit and Investment Corporation of India Bank has stayed ahead of the competition by anticipating customer requirements for secure, efficient, and seamless service. © 2016 Wiley Periodicals, Inc.

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Section: Leadership Through Innovation and Technologymentioning

confidence: 99%

Banking on Innovation, Innovation in Banking at ICICI Bank

Parameswar¹,

Dhir²,

Dhir³

2016

Glob Bus Org Exc

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“…Firms in society play a pertinent role in bringing equity into the surroundings (Dhir, & Mital, 2013b;Robèrt et al, 2002). The literature argues that businesses are an important source of providing employment opportunities and ensuring the rights of the employees are protected (Hamid, Islam, & Hazilah, 2014).…”

Section: Societal Factorsmentioning

confidence: 99%

Sustainable Development in Practice: Case Study of L’Oréal

Withisuphakorn¹,

Batra²,

Parameswar³

et al. 2019

JBRMR

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Purpose: This paper attempts to analyze sustainable development initiatives undertaken by businesses and discuss them in relation to the literature on sustainable development and triple bottom line. Extant literature lacks studies that provide a detailed account of the application of sustainable development initiatives in the real business case. Methodology: The paper utilizes a case study methodology to understand the method by which sustainable development is efficiently pursued by an organization. The case of sustainable development efforts pursued by L'Oréal is discussed. Findings: L'Oréal effectively pursues sustainable development initiatives without compromising on its economic prosperity. Moreover, it is evident that organizations must embed sustainable development principles in all their activities in order to achieve the triple bottom line. Practical Implications: The paper contributes to the practitioners by providing a detailed account of the ways and means by which sustainable development is efficiently pursued by an organization. This can act as a guideline for decision making in a different business context for taking up sustainable development initiatives. Research Implications: The paper provides a practical approach for taking up research on sustainable development forward and suggests that future research must incorporate business cases as a method to discuss the implementation of sustainable development activities. Social Implications: This paper attempts to bring forward a business case wherein sustainable development is pursued and provide evidence to demonstrate that sustainable development is possible. Originality/Value: This paper is amongst the few papers that go beyond the theoretical and empirical assessment of sustainable development. The case analysis determines that sustainable development must be an organization-wide initiative and requires a long-term commitment to being successful.

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“…Organizations from across the world have moved to Africa to exploit the potential market and also gain access to an abundance of resources in the region (Amankwah‐Amoah & Debrah, ; Kuada & Buatsi, ; Parameswar & Dhir, ). Foreign firms have been cautious in their actions to access the African market and have utilized IJV route to enter and function in the market (Amoako, ; Dhir & Mital, ; Sheriff & Muffatto, ). By taking the IJV route, foreign firms safeguard themselves from the risk of failure as well as gain access to the market knowledge and experience of the domestic firm to gain competitive advantage in the African market (Dhir & Mital, ; Julian, Ahmed, & Sefnedi, ).…”

Section: Introductionmentioning

confidence: 99%

“…Foreign firms have been cautious in their actions to access the African market and have utilized IJV route to enter and function in the market (Amoako, 2016;Dhir & Mital, 2013;Sheriff & Muffatto, 2015). By taking the IJV route, foreign firms safeguard themselves from the risk of failure as well as gain access to the market knowledge and experience of the domestic firm to gain competitive advantage in the African market (Dhir & Mital, 2018;Julian, Ahmed, & Sefnedi, 2014).…”

Section: Introductionmentioning

confidence: 99%

Factors affecting the choice of interaction after the international joint venture termination in Africa: Total interpretive structural modeling

Parameswar

Dhir

2019

Strategic Change

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The choice of interaction after the international joint venture (IJV) termination is influenced by different factors in varying levels that can be hierarchically depicted. On IJV termination, parent firms are deprived of value created during IJV. Parent firms can attempt to create a whole or part of the value created during IJV through an interaction post IJV termination. This study attempts to identify factors that influence the choice of interaction post IJV termination and categorize them hierarchically based on their magnitude of influence. This study examines the factors that influence the decision to interact post IJV termination by developing a total interpretive structural model (TISM) using data collected from managers of terminated IJV in Africa.

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Value Creation on Bilateral Cross‐Border Joint Ventures: Evidence from India

Abstract: Partner selection criteria, absorptive capacity, and bargaining power explain the relationship between motives, perceived value criteria, and value creation of cross‐border joint ventures.

Cited by 19 publications

References 119 publications

Banking on Innovation, Innovation in Banking at ICICI Bank

Banking on Innovation, Innovation in Banking at ICICI Bank

Sustainable Development in Practice: Case Study of L’Oréal

Factors affecting the choice of interaction after the international joint venture termination in Africa: Total interpretive structural modeling

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