• 국제학술발표논문집
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• The 3th International Conference on Construction Engineering and Project Management
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• pp.369-374
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• 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.

• 무역상무연구
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• 제18권
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• pp.159-188
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• 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.

• 국제학술발표논문집
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• The 2th International Conference on Construction Engineering and Project Management
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• pp.749-758
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• 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.

• 수산경영론집
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• 제24권1호
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• pp.1-27
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• 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.

• 한국지리정보학회지
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• 제9권4호
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• pp.22-33
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• 2006

본 연구의 목적은 지난 20년 이상 지리정보기반을 구축하고 활용해왔던 영국의 사례를 바탕으로 영국의 지리정보구축과정, 시장구조, 정부정책을 고찰하고, 한국의 지리정보사업을 위한 정책적 시사점을 논의하는 데 있다. 영국의 경우, 정부기관 주도로 지리정보 구축사업이 진행된 이후 구축기관의 에이젼시화 과정을 거쳐 현재는 민간으로의 지리정보 이용 및 활용 확산단계에 와 있다. 이러한 변화과정을 통해서 영국의 지리정보유통시장은 지리정보 공급자와 수요자들간에 지리정보 부가가치를 목표로 하는 다양한 형태의 지리정보 가공 판매자가 나타났으며, 영국지리정보원 주도로 민간과의 파트너쉽 형성이 활발하다. 이를 토대로 민간부문에서는 지리정보의 상업화 성공을 경험하고 있으며 영국지리정보원에 의한 주요 수요자층과의 장기공급계약은 수요자층의 확대를 유도하고 있다. 이러한 영국의 사례를 바탕으로 본 연구의 제안 내용은 향후 우리나라의 지리정보사업을 위한 정책적 제안으로써 민간부문의 시장참여를 유도하는 정책 개발이 무엇보다 필요하며, 부가가치 창출을 위한 지리정보 재판매자의 자율성 확대 및 지리정보 공급자 및 기관의 고객 중심의 경영마인드 확산, 연구개발 장려를 위한 국가지리정보의 무료 혹은 저가의 지리정보이용 정책이 시급히 개발, 시행되어야 한다는 점이다.