• International conference on construction engineering and project management
• /
• 2009.05a
• /
• pp.369-374
• /
• 2009

Project-based joint ventures are often used in the construction industry to assemble an organization that meets a client's project needs and matches or exceeds the capacities of competitors. The joint venture / partnerships provides the means for a firm to quickly add resource, political, technical, or other required strengths that will increase project acquisition. This paper sets out to study the types of joint ventures, different issues or problems while having joint ventures and the critical factors that contribute to successful joint ventures. A questionnaire was designed and administered to survey the issues and present practices of joint ventures in the South Florida construction industry. Along with the questionnaire, personnel interviews were also conducted to get first hand knowledge about the subject matter. The results are presented in the paper. These results specifically identify the overall practice of joint ventures in South Florida as well as indicate the most significant factors leading to failure or success of these ventures.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
• /
• v.18
• /
• pp.159-188
• /
• 2002

International joint ventures are usually formed and managed by domestic companies and foreign investors for the common objectives. They offer an opportunity for each partner to benefit significantly from the comparative advantages of the other. Local partners bring knowledge of the domestic market; familiarity with government bureaucracies and regulations; understanding of local labor markets; and existing manufacturing facilities. Foreign partners can offer advanced process and product technologies, management know-how, and access to export markets. In Korea, joint ventures have been encouraged to usher in foreign investors with foreign currency capital badly needed during the IMF financial crisis. In the meantime, Korean laws and regulations with respect to joint ventures have been largely overhauled to promote foreign direct investment (FDI) both inbound and outbound. They include four types of FDI, i.e., acquisition of foreign stocks, provision of long-term loans, participation in joint operations like resources development, and establishment of foreign offices. From the legal point of view, the formal joint venture agreement must be an offspring of a series of tough negotiations between domestic and foreign partners. They usually stress the long-term relationship with the good will and dedication to each other, and restrict the free transfer of stocks. Both partners are earnestly interested in the ownership and management of the joint venture. So they keep a close eye on the articles of incorporation, changes of business environment, conflict resolution methods, transparency of accounting and other financial matters. When a multinational corporation (MNC) is involved in the joint venture, conflicts over management strategies, marketing and other issues take place more often than not between the MNC and local partners. We have to pay attention to joint ventures, particularly, in China and North Korea. As witnessed in other transition economies, China is eagerly bringing in foreign direct investments for the development of nation's economy. China encourages foreign investors to establish ordinary joint ventures, contractual joint ventures, solely invested foreign capital companies and jointly operated development companies with local partners. In North Korea, however, joint ventures have a different meaning like contractual joint ventures in China, in which North Korean partners have an initiative in the management. Rather, jointly operated companies or simply processing-for-wage companies are recommended in view of the unpredictable legal infrastructure in North Korea.

• International conference on construction engineering and project management
• /
• 2007.03a
• /
• pp.749-758
• /
• 2007

Learning has become an important aspect for any organization to stay relevant and competitive in the corporate world of survival. In construction industry, the international construction joint ventures (ICJVs) provide an excellent platform with opportunity of learning among partners seeking to develop new area of competency and improve their overall competitiveness for their next project endeavor. This paper discusses the development of a conceptual model of effective learning in ICJVs using four major stages of development in a typical joint venture (JV) 's process. The study identified that there are three key constructs that contribute to effective learning comprising learning conditions in the JV's pre-inception stage, success factors of JV for learning in the forming & organizing stage, and learning actions in the implementation & adjustment stage. The effective learning outcomes are measured by the characteristics of learning organization during the JV's completion & evaluation stage. Details and issues of each stage and the methodology of research will be presented and discussed.

• The Journal of Fisheries Business Administration
• /
• v.24 no.1
• /
• pp.1-27
• /
• 1993

The purpose of this paper is to suggest issues of South and North Korea's common fisheries policy that is expected to be realized in the process of economic integration between the two countries. The paper has shown feasible policy alternatives of fisheries cooperation according to the steps of economic integration between the two countries. The paper has examined the possibilities and economic effects of several policy alternatives as follows : South Korea's fishing in North Korea's fishing area with fishing fee, limited reciprocal fishing in the opposite countrie's fishing zone, joint, ventures between two countries, and South and Nort Korea's common fisheries policy.

• Journal of the Korean Association of Geographic Information Studies
• /
• v.9 no.4
• /
• pp.22-33
• /
• 2006

The objective of this paper is to discuss geographic information policies and strategies of British government and suggest effective policies for Korea National GIS project GIS that has been implemented geographic information infrastructures into public sectors and private markets for the last ten years. To obtain the research aim, this paper reviews the main factors of the Britain GIS project such as distribution structure and process of GI markets, government policies and strategies that are led by Ordnance Survey, most leading mapping agency in the UK. In conclusion, some issues have been explored with reference to the experiences of the Britain GIS projects. The first of these is the nature of geographic information and the second concerns the notion of the circulation policies of spatial data, and the last proposes Korea GIS policies and strategies for successful geographic information and spatial data implementation. The findings of the analysis of the Britain GIS development indicate that a shift began to take place from central government coordinate toward more extensive utilization of private and commercial sectors. This reflects both the increasing importance of geospatial data circulation in all levels of GIS stakeholders. Finally these discussions are particularly to be the issues where multi-agency collaboration of Korea government is concerned and can take the form of joint ventures by consortiums of both involving data producers and data users in order to increase commercial participation for value-added geospatial items, and to encourage both research and development sectors with low or free price policies.