Learning through the international joint venture: lessons from the experience of China's automotive sector
Author(s)
Nam, Kyung-min
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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.
Date issued
2011-04Department
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 InitiativeJournal
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
ISSN
0960-6491
1464-3650