Session 3

Alliances and Cooperation

Track A

Date: Sunday, December 16, 2012


Time: 15:30 – 16:45


Room: Meeting Room 230A

Session Chair:

  • Tailan Chi, University of Kansas

Title: An Exploratory Study Between Knowledge Receptivity, Knowledge Transparency and Learning Race


  • Yu Shih Lee, Chung Yuan Christian University
  • Yunhsueh Chen, Chung Yuan Christian University
  • Tsung-Yao Lee, Chung Yuan Christian University

Abstract: The study aims to what key factors encourage both parties in an alliance to initiate a learning race and adopt different types of learning races. Qualitative research method is adopted and four dyadic cases are collected. The study proposes the following propositions: A higher degree of knowledge receptivity presented by a focal firm and a higher degree of knowledge transparency shown by its partner results in greater likelihood of a learning race to be inspired in the alliance. The degree of relational risks between organizations determines the types of learning races between them.

Title: Cooperation between Foreign Enterprises and Domestic Enterprises: A Case Study of Select Auto Industry in China


  • Masoud Kavoossi, Howard University
  • Yuan Yuan Li, Jinan University

Abstract: This proposal is to point out the objective of our research. With the description of background, we clarify why we choose this topic and why we select among others Shanghai-General Motor as case study. After that, we enumerate questions representing our key concerns on this topic. Furthermore, literature review is done before we provide investigation framework and the expected results on cooperation motives and influence on China’s economy. The essential part of the paper is to provide suggestions for enterprises, especially domestic firms.

Title: Exploration of Relational Factors in Sino-Foreign Joint Venture Partnerships: Concepts and Case Study


  • George Tovstiga, EDHEC Business School
  • Vivien Man Yee Lau, Hong Kong Air Cargo Industry Services Limited

Abstract: Despite recent threats of economic contraction, China still offers attractive opportunities for foreign companies seeking to expand their business activities through joint venturing (JV) partnering entry strategies. Recent research has indicated a growing recognition of the importance of relational factors in JV partnering, This paper builds on recent research findings that identify critical relation success factors in JVs and explores these in the context of a Hong Kong based civil aviation services company seeking to expand business activities in Greater China. This case-based study identifies and explores key relational factors related to successful JV partnering; further, the study provides evidence of critical linkages of these to intrinsically Chinese notions of guanxi, mianzi and renqing, thereby reinforcing the importance of the relational context in cross-border JVs.

Title: Motivation and Capability in Real Option Exercise: Conversion of IJV into WOFS in China


  • Shiye Wang, Peking University

Abstract: With the combination of real option theory, behavioral theory and resource dependence theory, this paper explores the motivation and capability of the foreign partner in conversing the IJV into wholly owned foreign subsidiary in China. I contend that the historical attainment discrepancy as well as the social attainment discrepancy will motivate the conversion of IJV into wholly foreign owned subsidiary conducted by the foreign partner. However, compared with historical attainment discrepancy, the positive relationship between social attainment discrepancy and conversion will be stronger. Besides, this paper also accounts for the capability of the foreign partner in acquiring the rest of equity of the focal international joint venture located in China. Specially, the capability of the foreign partner could strengthen the relationship between the attainment discrepancy and the conversion of the IJV into a foreign wholly owned subsidiary.

All Sessions in Track A...

Sat: 09:00 – 09:30
Session 35: Conference Welcome
Sat: 09:30 – 10:45
Session 30: Keynote Plenary Panel: Competing and Cooperating in and for China
Sat: 11:15 – 12:30
Session 4: Competition and Adaptation
Session 11: Firm Boundaries and Growth
Session 19: Global Strategy
Session 26: Entrepreneurship in China
Sat: 13:45 – 15:00
Session 31: Plenary Panel II: Collaborative Strategies in and for China
Sat: 15:30 – 16:45
Session 6: CSR and Sustainable Development
Session 7: Entrepreneurship
Session 9: Executives and Incentives
Session 22: Panel: Innovation
Session 24: Managing Innovation Strategies
Sat: 17:00 – 18:15
Session 5: Corporate Governance
Session 8: Evolution and Ecosystems
Session 10: FDI
Session 12: Innovation Strategy
Session 27: FDI and Institutions
Sun: 09:00 – 10:15
Session 32: Plenary Panel III: Corporate Governance and Executive Leadership in the Age of Globalization
Sun: 10:45 – 12:00
Session 13: Institutions
Session 15: Internationalization II
Session 16: Networks
Session 29: Resources and Capabilities
Sun: 13:45 – 15:00
Session 33: Plenary Panel IV: Strategic Management Research in China - What is Next?
Sun: 15:30 – 16:45
Session 3: Alliances and Cooperation
Session 14: Internationalization I
Session 17: Social Capital
Session 28: Governance, Knowledge, and Cooperation
Sun: 17:00 – 18:00
Session 34: Executives Plenary Panel: Innovation Strategy in China

Strategic Management Society