Abstract
International technology- based joint ventures are proliferating despite their inherent complexity and high risk of failure. US firms continue to employ international joint ventures as a vehicle for collaborative research and development (R & D); foreign investors prefer the joint venture for investing in the emerging market economies of Eastern Europe. Tipping the balance in favor of successful joint ventures requires a strategic approach from the very advent of entering into an international R&D arrangement: an approach in which clear objectives are set and alternative ways to reach these objectives are systematically evaluated. Several frameworks are presented that clarify and facilitate the decisionmaking process during the initial phases of considering a joint venture in which project objectives are developed, alternative R&D arrangements are evaluated, and potential partners are identified and eventually selected.
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References
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Ibid..
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Additional information
Cynthia K. Wagner's expertise is in strategic planning for technology-based businesses, and in international market analysis and development. She has professional experience and academic training in both business administration and biology. Her work has required travel to Asia, Eastern and Western Europe, the Middle East and South America. Wagner received her Ph.D. from the Wharton School, University of Pennsylvania. She receivedher BS and MS degrees from the Ohio State University. Prior to joining the faculty of the University of the Pacific, she worked in corporate new business development at Pioneer Hi-Bred, International; as a consultant to the United Nations Development Program; and as a research scientist at Battelle Columbus Laboratories.
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Wagner, C.K. Strategy first in international joint ventures. J Technol Transfer 18, 39–48 (1993). https://doi.org/10.1007/BF02178117
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DOI: https://doi.org/10.1007/BF02178117