Learning through the international joint venture: lessons from the experience of China's automotive sector
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Nam_2011_Learning through the JV_researchGate.pdf
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2.67 MB
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Adobe PDF
Checksum (MD5)
f307a20f920296ce51c38c85ecd398e1
Author(s)
Nam, Kyung-min
Date Issued
April 2011
Journal
Industrial and Corporate Change
Publisher
Oxford University Press
Citation
Nam, K.-M. “Learning through the International Joint Venture: Lessons from the Experience of China’s Automotive Sector.” Industrial and Corporate Change 20, no. 3 (June 1, 2011): 855–907.
Version
Author's final manuscript
Abstract
This study explores why international joint ventures (IJVs) based on the global South may meet with only partial success in nurturing local technological capability. The experience of China’s passenger-vehicle sector demonstrates that in the existence of a substantial technological capability gap between alliance partners, the IJV arrangement is likely to create a “passive” learning mode, and learners using this IJV arrangement may be able to strengthen their production capability but leaving their project execution and innovation capabilities largely undeveloped.
MIT Department
Massachusetts Institute of Technology. Department of Urban Studies and Planning
Massachusetts Institute of Technology. Joint Program on the Science & Policy of Global Change
MIT Energy Initiative
Terms of Use
Article is made available in accordance with the publisher's policy and may be subject to US copyright law. Please refer to the publisher's site for terms of use.
Persistent DSpace Link
DOI of Published Version
https://doi.org/10.1093/icc/dtr015
