Professional Documents
Culture Documents
A separate legal organizational entity representing the partial holdings of two or more parent
firms, in which the headquarters of at least one is located outside the country of operation of the
joint venture. This entity is subject to the joint control of its parent firms, each of which is
economically and legally independent of the other.
1. HR must manage relations at the interfaces between IJV and the parent companies. The
different partners that make up the IJV may possibly follow different sets of rules and this can
lead to critical dualities within the HR function.
2. The HR department must develop appropriate HRM practices and strategies for the IJV entity
itself.
3. the HR has to recruit, develop, motivate and retain human resources at the IJV level.
According to a literature analysis by Schuler, the main reasons for engaging in an IJV are as
follows:
• To provide a cost effective and efficient response required by the globalization of market.
The IJV has an good opporunity to leaarn the othe company with 2 ways,
1. each company has the chance to ‘learn the other partner’s skills’. This can include gaining
know-how and process knowledge in specific functional areas such as R&D or acquiring local
knowledge about a spe- cific market or culture.
2. Second, companies acquire working experience in cooperating with other firms. Thus, the IJV
can be used as a medium for organizational learning processes as well.
1. In the partnership role, HR managers should take the needs of all stakeholders into account
and demonstrate a thorough understanding of the business and the market.
3. As an innovator, the HR manager should be able to identify talent for executing IJV strategies
and adapting to changes in the IJV stages.
The implications of different cultural employee backgrounds coming together in an IJV have
been the center of interest. Which addresses the HR-related challenges of two different
institutional and cultural environments working together in a common venture.
The IJV’s top management team has a high impact on the performance of the joint venture. The
team’s main task is to control the daily business operations of the IJV.
In China the involvement of the managers in strategic decision-making processes and intensive
social integration measures as the most important measures for reducing turnover of high
potentials in IJVs. However, the effec- tiveness of these measures decreases with the increase of
the shares of the foreign partner.
INTERNATIONAL SMEs
SMEs are very important :
In US:
The latter supports small suppliers with its know-how about expatriate management, the
environment of the relevan markets, and its relationships with relevant governmental institutions
for gaining visa and working permits.