International Business and Investment in China, It Is Wrong to Read the Face of the Chinese-Foreign Joint Venture Law that the Board of Directors Is the Highest Authority

2018 ◽  
Author(s):  
Fengping Gao
2020 ◽  
Vol 41 (45) ◽  
pp. 37-48
Author(s):  
Vladimir VEGA ◽  
◽  
IRMA V. MONTES-DE-OCA ◽  
Jorge F. ABRIL ◽  
◽  
...  

The objective was to design the strategy in the Joint Venture Hotel Saratoga Ltd., using its own and novel procedure, which highlights the operationalization of the values; the SWOT analysis and the link with the Balanced Scorecard. The Board of Directors was trained and an institutional diagnosis was made through plenary sessions, supported by brainstorming and analysis of the problem tree, identifying the main difficulties. As a result, the institution's strategy was updated, expressing it in concrete performance indicators.


2013 ◽  
Vol 44 (3) ◽  
pp. 31-40 ◽  
Author(s):  
E. Argente-Linares ◽  
M. V. López-Pérez ◽  
L. Rodríguez-Ariza

Businesses commonly access new markets through joint ventures, and these partnerships may adopt diverse structures of government, among which the Board of Directors often plays a key role. Accordingly, the aim of this study is to observe which characteristics of the Board most affect the success of joint ventures between Spanish and Moroccan SMEs, operating in Morocco. Using a structured questionnaire, we analyse the characteristics of the Board that affect success, as measured by the partners’ satisfaction with the performance achieved. The results show that factors influencing overall partners’ satisfaction with the joint venture include the existence of external directors, the existence of directors with a significant level of ownership in the partnership, the existence of an audit committee, and the (low) frequency of Board meetings. All these measures can be said to be indicators of the type of control held over the partnership, as a means of ensuring the partners’ goals are achieved.


2020 ◽  
Vol 4 (1) ◽  
pp. 59
Author(s):  
Zabihollah Rezaee ◽  
Nick J. Rezae

The COVID-19 pandemic has tremendous implications for people and organizations. It has influenced organization behavior and may trigger a paradigm shift regarding the way business organizations consider governance under the new normal. This study conducts a synthesis of the literature and provides an insight into the COVID-19 crisis and its impacts on organization behavior and corporate governance norms and measures. Stakeholder governance of protecting interests of all stakeholders presented in this paper is appropriate in addressing challenges brought on by the COVID-19 pandemic that affect organization behavior. These challenges and related changes will affect all aspects of business organizations from the oversight function by the board of directors to the managerial function by executives. Stakeholder governance is driven from the stakeholder primacy concept with focus on creating and protecting shared value for all stakeholders. Stewardship theory can predict changes that business organizations will make in modifying their stakeholder governance in the face of such an exogenous shock caused by the pandemic. Propositions are advanced and suggestions are provided for policy, practical, education, and research implications.


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