Begrijpelijke taal

Duidelijke beschrijving van procedures
1
1. Management controls used in joint ventures
2. Contingency factors and influence  on management controls
Manolito van Ardenne
Study on joint venture management control mechanisms and the
relationship with cultural dimensions and uncertainty
Questions?
Questions assessed from two angles 
Structure
Literature study
Explanatory case study
Real estate development

2
Literatuurstudie
Literatuurstudie
grsgsg
1
2
Literature study
Case study
Conclusion
Two or more legally distinct organizations
Jointly-owned entity 
Active participation in decision making
Joint Venture
Management Control
Informal controls
Formal behaviour controls
Formal output controls
Contingency factors
Culture
Power distance
Individualism
Masculinity
Uncertainty Avoidance
Long term orientation
Uncertainty
Uncertainty
Joint venture management control
Contingency factors
Relationship
Case study
Case study underscores to a great extent the explanatory power of the framework

Level of uncertainty and cultural dimensions are relevant variables in defining an effective management control framework

Difference in use of controls between case study and framework probably contributed to the termination of the joint venture

Framework usefull in assessing management control structures in new joint ventures and evaluating control issues in  existing joint ventures  
Uncertainty
Task
Environment
Results
Deal structure
Cultural dimensions
High level of Uncertainty
Main predictions of the framework
Different perspectives on 
Joint Venture Management Control
Real Estate Development
Partner 
Selection
Goodwill and 
performance trust
Integration &
socialization
Key personnel
appointments
Policies &
Procedures
Decision making & 
dispute resolution
Targets, measurement
& rewarding
Higher power distance results in more centralized decision making and focus on behavioral controls instead of output controls
High level of individualism did not resulted in selection of fully aligned partner and is not based on a high level of goodwill trust. 
Target setting aligned as much as possible. 
Relative high level of masculinity reflected in defining clear objectives, use of integrative and socialization mechanisms and appointment of key personnel.
High level of uncertainty avoidance did not resulted in use of goodwill trust as control but policies and procedures were implemented.
Long term orientation index not available for Romania and not explicitely assessed in case study
High level of uncertainty did not resulted in selection based on goodwill trust. Integrative and socialization mechanisms as well as personnel appointments used contrary to expectations. 
Most of the expected relations found
Missing relations all informal control related
One control oposite relation
One unexpected relation found
Summary