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Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Tables, Figures, and Appendix -- Foreword by Professor John Child -- Preface -- Part I: Defining International Joint Ventures -- Chapter 1 Conceptualization and Formation Motives -- International Joint Ventures Defined -- Complexities in International Joint Ventures -- The Key Areas of Research -- Practical Reasons for Joint Venture Formation -- Theoretical Explanations of Formation Motives -- Structure of the Book -- Part II: Building International Joint Ventures

While it is widely recognized that international cooperative ventures suffer a high rate of failure, current theories, namely transaction costs, partner selection, bargaining and learning, offer limited and disjointed reasoning for it. Each of these theories is focused on a single aspect and on a limited phase in the venture's life, neglecting the process that leads to eventual termination. To study this process, an in-depth analysis of the demise of an international cooperative venture in China traces the critical events in the venture's life cycle. The analysis shows that escalation of partner political behavior played a key role in the venture's failure. An integrative political process model incorporating the dynamic aspects of the relationships between parents within their environmental context is developed.

In this paper, we propose that the locus of organizational boundary activities has migrated from the organization to the work unit level as enterprises reengineer structures, increase the use of cross-functional teams, cut organizational slack and adopt advanced information technologies. From an open systems perspective, we examine how environmental and organizational forces affect this migration process. Three types of boundary activity relevant for work units are identified: buffering, spanning, and bringing up boundaries. A set of preliminary propositions regarding relationships between environmental and organizational changes and boundary activities is offered as a guide for future research.

The 21st century is the age for knowledge workers, when knowledge management is the major business issue. It becomes the major issue for an enterprise maximizing the knowledge value with effective knowledge management. A hi-tech industry has to learn various types of regulations and understand administrative procedure of relevant regulations to present the knowledge. For this reason, a hi-tech industry requires highly professional knowledge and skills as well as strict and careful professional attitudes. The professional competence of employees in hi-tech industries is the combination of knowledge, skills, and experience and requires long-term accumulation through organizational learning that it is the most precious resource of a hi-tech industry to create work value and provide quality service. In this case, a hi-tech industry, with professional knowledge as the capital, applying knowledge management to effectively manage knowledge reveals significant meanings. By discussing domestic and international literatures, theories of knowledge management are studied in-depth to conclude the effect of knowledge management on professional competence and organizational performance. Employees of hi-tech industries in Shanghai are preceded the questionnaire survey in this study, and the retrieved questionnaire data are proceeded statistical analyses for the conclusion and suggestions.

Increasing competition and saturation of the Chinese seed market make competence of sales staff a critical human resource factor in the sustainable development of seed firms. The aim in this research was to help seed firms improve their marketing performance in terms of human resource
management. By conducting behavioral-event interviews in 7 representative seed firms, 9 distinctive competencies of the sales staff were identified: Achievement Orientation, Information Seeking, Interpersonal Understanding, Impact and Influence, Relationship Building, Professional Knowledge,
Self-Confidence, Teamwork, Visioning and Strategic Thinking. The model presents an empirical basis to guide the competency-based human resource planning of the sales staff in seed firms.

This paper reports a case study that analyzes changes in organizational boundary activities carried out in a bank during and after restructuring from a functional to a team-based structure. Results suggest that the need for spanning, buffering, and bringing up boundaries does not disappear as organizations become `boundaryless'. Rather, boundary activities increase in significance and migrate to lower organizational levels. Several propositions are generated for future research.