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Venture Development (venture + development)
Selected AbstractsFramework of Joint Venture Development: Theory-Building Through Qualitative ResearchJOURNAL OF MANAGEMENT STUDIES, Issue 5 2000Bettina Büchel Based on an inductive, longitudinal case study, this paper proposes a framework of joint venture development. The framework is comprised of three overlapping stages of development: formation, adjustment, and evaluation with shorter, cyclical periods. These periods, labeled phases, can be described in terms of alternations between divergence and convergence of two types of group relationships: intra-joint venture relations and boundary group relations. Propositions lay out the development from the formation to the evaluation stage explaining the cyclical nature of divergence and convergence. The framework advances the existing literature on joint venture development by pointing out both micro- and macro-level driving forces and the conditions under which certain developmental patterns emerge. [source] Reputation Building: Small Business Strategies for Successful Venture DevelopmentJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2003Albert I. Goldberg A positive corporate reputation can be crucial to successful venture development. Making use of the Strategic Reference Point theory, four reputation strategies were conceptualized: 1) dynamic exploitation of existing assets; 2) development of core competencies; 3) image management; and 4) strategic alliances. In a comprehensive investigation of three software enterprises in Israel, companies were found to differ in policies that possibly could lead to a good reputation. One company emphasized the long,term establishment of core competencies and remained a fairly unknown enterprise. A second company accentuated the short,term exploitation of assets and had a middling success in reputation building. A third enterprise invested in a broad spectrum of reputation building strategies and quickly developed a reputation for excellence in the field. In conclusion, corporate success often depends on the extent to which managers develop an integrated package of policies for systematically building the intangible asset of corporate reputation. [source] Framework of Joint Venture Development: Theory-Building Through Qualitative ResearchJOURNAL OF MANAGEMENT STUDIES, Issue 5 2000Bettina Büchel Based on an inductive, longitudinal case study, this paper proposes a framework of joint venture development. The framework is comprised of three overlapping stages of development: formation, adjustment, and evaluation with shorter, cyclical periods. These periods, labeled phases, can be described in terms of alternations between divergence and convergence of two types of group relationships: intra-joint venture relations and boundary group relations. Propositions lay out the development from the formation to the evaluation stage explaining the cyclical nature of divergence and convergence. The framework advances the existing literature on joint venture development by pointing out both micro- and macro-level driving forces and the conditions under which certain developmental patterns emerge. [source] Reputation Building: Small Business Strategies for Successful Venture DevelopmentJOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2003Albert I. Goldberg A positive corporate reputation can be crucial to successful venture development. Making use of the Strategic Reference Point theory, four reputation strategies were conceptualized: 1) dynamic exploitation of existing assets; 2) development of core competencies; 3) image management; and 4) strategic alliances. In a comprehensive investigation of three software enterprises in Israel, companies were found to differ in policies that possibly could lead to a good reputation. One company emphasized the long,term establishment of core competencies and remained a fairly unknown enterprise. A second company accentuated the short,term exploitation of assets and had a middling success in reputation building. A third enterprise invested in a broad spectrum of reputation building strategies and quickly developed a reputation for excellence in the field. In conclusion, corporate success often depends on the extent to which managers develop an integrated package of policies for systematically building the intangible asset of corporate reputation. [source] | ||||||||||