Get Instant Help From 5000+ Experts For
question

Writing: Get your essay and assignment written from scratch by PhD expert

Rewriting: Paraphrase or rewrite your friend's essay with similar meaning at reduced cost

Editing:Proofread your work by experts and improve grade at Lowest cost

And Improve Your Grades
myassignmenthelp.com
loader
Phone no. Missing!

Enter phone no. to receive critical updates and urgent messages !

Attach file

Error goes here

Files Missing!

Please upload all relevant files for quick & complete assistance.

Guaranteed Higher Grade!
Free Quote
wave

Exploring the Inter-Organizational Concept

Discuss about the Influence Of Governance Structure And Strategic.

The use of inter-organizational in international business is becoming a norm for success in the competitive market and is being employed by a number of companies. It is with the cognizant that no entity can conquer the competitive market without any support of another entity. The concept is used to illustrate the relationships where two companies come together to enter the market by using shared resources, however, they are not one unit but separate entities. It permits automation of flow of information between organizations and better management of buyer-supplier relationships (Liu & Almor, 2016). As per the Inter-organizational Relations Theory (IOR), organizations are able to create changes for transformation, work together for the common good, enhance collaboration to reach further markets and ensure community mobilization (Chen, Lin & Yen, 2014). The involvement with inter-organizational is being involved with the outer market which always comes with a cost. There is the investment of resources for the creation of the relationship, loss of freedom, no clear returns and therefore collaborating parties have a comprehension of the value brought out by the relationship Liu & Almor, 2016).

In this report, the inter-organizational concept gets examined by looking at two organization-Cherry Jaguar Land Rovers (CJLR). The acronym ‘CJLR’ will be used in most cases to refer to the Cherry Jaguar Land Rovers. These are two organization Cherry automobile and Jaguar Land Rover. The aim of them coming together is to venture into the international market and provide the best quality range rover cars to its customers. Cherry automobile is a Chinese firm and Jaguar Land Rover is a UK firm. They endeavor to use the best of their available technology, resources, expertise, and supply chain for development of quality and best product. 

The model employed for their collaboration is international joint venture strategy, a system in which two organizations come together to joint and use the best available resources to increase value by use of value creation, augmented revenue and sustained profitability. Additionally, the aim is to expand, capture the leading markets, shape the industry, enhance client satisfaction, and create a sustainable business.

The reports examine the creation of sustainable strategic direction and organizational performance, planning and implementing transformation strategies to resolve critical issues, look beyond the “rationality” in business models to actual behavioral business situations and give a conclusion.

The company-Chery Jaguar Land Rover (CJLR) has been in a position to establish their brand in China by introducing another phase of double brand activity. The created name-plates are generally perceived and accepted by Chinese clients, thus adding to half of the sales in China (Michelon, Boesso & Kumar, 2013).

Case Study: Cherry Jaguar Land Rovers

The new Jaguar XFL nameplate is accessible at extremely reasonable costs and is carefully skimmed to fit the buyers’ needs, the nameplate turns into a unique brand in the market, showing the organization's exact market understanding and opening another section in the double brand task (Johnson, 2016). This led to the development of 2016MY and Discovery Sport Special brands that were launched to follow one another, offering another convincing decision augmented with British lineup of world-class quality and of value for the customer who will get attracted to the brand (Grant, 2016).

In every accomplishment of unique products, there is the organization that continues acquiring strength. CJLR has the best as well as effective operation and administration, coupled with settled systems in cutting-edge manufacturing, management that is of quality, R&D, supply chain, IT and talented human resources. In order to give a clear brand of Jaguar easily, CJLR incorporated and established an aluminum body shop in China, with furnished best in class aluminum innovation. This makes the CJLR be the main and leading organization of aluminum body innovation in China (Carter & Greer, 2013). Based on the awesome corporate quality, CJLR is completely sure about the future. The organization will create no less than one new nameplate consistently by 2020 and keep on providing its customers with products as well as services that exceed their expectation in the automobile industry (Galpin, Whitttington & Bell, 2015).

The manufacturing takes a significant role in the sustainable improvement of CJLR. It ensures quality, enhances generation effectiveness, and acknowledges adaptable development. CJLR has been one of the primary brand in market that executed industrial network of things in the progress of Phase I advancement, with coordinated IT use systems covering all parts of development which is a featured resource in Phase II Project and will adequately serve the requirements of management and operation, giving great help to attaining the strategic goals of the organization (Cummings & Worley, 2014).

In the process of Phase II Project, CJLR brought in new materials that save on energy as well as an efficient system that saves on fuel. This became the driving force of technology development, enhanced intelligent manufacturing and contributed to upgrading the auto industry in China (Goyal, Rahman & Kazmi, 2013).

Since the creation of the joint venture, there has been constant engagement by the company with the stakeholders. The company share value with its employees, partners and business community. It has developed more than 4,000 technical as well as management talents to the auto industry, especially in China. In addition, the company has created more than 2,000 jobs and this indicates that the organization does not only bother of its successes but also gather for the people in the market (Amran et al, 2014).

CJLR's International Joint Venture Strategy

The organization has created outstanding results in product development, the operation of the brand, building of corporate systems, laid down a strong foundation for attaining long-term ambitions, and the development of the market. It endeavor’s in the provision of best products to the customers that are in the range of world-class quality following the British line of production (Horn & Brem, 2013).

In the joint venture, CJLR introduces a leading, intelligent, green as well as the aluminium technology into the market of China. The company presented the most driving premium lightweight innovation in China, which is the most insightful and green aluminum innovation. Aluminium combination has favorable circumstances of being light, solid and recyclable contrasted to the conventional steel materials, which are vital to car design (Van der Byl, & Slawinski, 2015). The new Jaguar XFL is 28% stronger than Jaguar XF. As far as driving progression, the aluminum alloys can create space for auto creators to use the distribution of weight and offer more space for complex innovation. In contrast with older technology, the use of aluminum architecture has the benefit of the modular plan that brings in more adaptability into the end product (Cambridge Institute for Sustainability Leadership, 2016).

The CJLR innovatively uses aluminum materials of different arrangement and highlights to aluminum engineering, getting almost 50:50 body dispersion of weight from the front-back. The aluminum substance of Jaguar XFL achieves 75%, most elevated in China car industry. The PT3 (Pretreatment third era) technology is employed by the CJLR and the material is recyclable, is of quality, resists corrosion, connectivity as well as formability. In addition, the CJLR also adopts AC300 T61 which is a high-quality aluminum alloy with the benefits of high strength and high energy absorption (Stead & Stead, 2014).

In the construction of the aluminium body, the aerospace-inspired technologies get adopted. The CJLR is the pioneer to present aviation classed joining and glue innovations. Following the all-inclusive standard, CJLR presents a top-notch innovation and applied in the aluminum body shop. The body shops hundred percent mechanized and is the first constructed aluminum shop with 335 robots and 232 are self-penetrating riveting robots. Self-puncture riveting environmental-friendly joint technology is applied in the business. The technology requires air supply that is with zero contamination during the whole procedure of manufacture. The rivets exhibit high resistance to fatigue, tightness and can withstand stronger and loner clash in case of accidents. The quality assurance system gets adopted so as to monitor the manufacturing quality in a real-time manner comprising continuous and process control for all the various sections of the entire procedure (Amran et al, 2014).

CJLR's Sustainable Strategic Direction and Organizational Performance

The corporate sustainable strategy is the utilization of the most developed, smart, and green and premium aluminum innovation. The test is to essentially lessen the carbon impression of the vehicle while keeping up the attributes of performance, luxury, and clients’ satisfaction. CJLR sustainable advancement technique is to address the business CO? difficulty with vehicles that the clients want. The Jaguar XFL is the best confirmation of the duty regarding environmental assurance (Cummings & Worley, 2014).

The organization identified the section of improvement for product enhancement in line with the objective of meeting customer’s needs. CJLR concentrated on the transformation of product to another level and thus they utilize the industrial internet and the use of smart manufacturing in the industry (Gomes et al., 2013).

Prior to implementation, CJLR communicated their idea of making a joint venture. This was done by both firms where each communicated to their board and the management because these are people who have to support the product. The support from the stakeholders is financial as well as strategies creation and approval (Ertug et al., 2013).

These changes that require implementation have to get laid down in a plan of activities that get followed. The plan encompasses resources that will be used, the human skills needed, the expenses required to make the venture. These have to be done by both parties where a committee to steer the changes get appointed (Iossa & Martimort, 2015).

The two parties have to agree on the resources to be contributed by each partner. Since the joint venture is on a ratio of 50:50, the two each contribute an agreed amount in equal measure. The clearness of giving an account of progress takes into account better correspondence, appropriate and opportune circulation of motivators, and success measurement and estimation. The first manufacturing facility was worth $1.57 billion with a capacity of producing 130,000 cars in one year (Ertug et al., 2013).

This is the identification, onboarding; planning as well as running a strategic change plan is reliant on great communication. The psychological and sociological aspects that are intrinsic in culture and the two cultures have to be put in consideration. The employees with built skills, abilities, learning, and encounters get to be involved. Also, the territory and corporate custom need addressing. Giving clear lines of communication that are clear for transformation have to be in two way-from and to the concerned bodies (Beamish, 2013).

CJLR's Technology and Innovation

This is the actual roll-out of the project. The CJLR was agreed to be established in China with the aim of penetrating the market of China which is very competitive. The joint venture began by establishing a center to create alluminium body parts in cooperation with the supplier-Novelis (Meschi & Wassmer, 2013),

This is a mechanism that ensures that there is the quality of production and if any error arises, it is easy to correct. The organization adopted an end-to-end automotive manufacturing. The framework empowers the auto creator to check if a planned strategy is prepared for the generation, to compute as well as approve the limit of a creation line prior to being set as well as perceiving how an auto body will inevitably appear prior to moving for welding as well as to painting section. These frameworks assist the expert to pumped more investment and to work productively (Gomes et al., 2013).

In the examination of planning and the implementation of transformation strategies, the approaches taken are through the lens of the joint venture. The utilization of joint endeavors and co-agent shapes the working together locally and universally. It is not new in the international business point of view. As per Meschi & Wassmer, (2013), they are among the most established authoritative structures and were initially utilized as a business apparatus by the shippers to lead in foreign country business interactions.

The organization has positioned itself to transform through the use of smart manufacturing in order to allow the organization to make on its abilities so as to contend favorably in the competitive Chinese market by enhancement the production efficiency (Beamish, 2013).

They began utilizing the industrial internet from the inception of the venture at the construction site in Changshu, Jiangsu, in November 2012 (Fusheng, 2017). They have incorporated IT arrangements taking care of all creation forms, for example, quality control and co-ordinations, which help to ensure items' quality, enhance generation productivity, and acknowledge flexible creation Since beginning generation in October 2014, (Fusheng, 2017) the expert has realized three every new name-plate that is a pace not beaten by rivals in the auto business (Fusheng, 2017).

The driving force for the organization are three models designed for two brand which causes the organization to pull in more clients, and in addition implies that they need to manage more changed and complex client orders than the available different brands in the market (Fusheng, 2017). In order to guarantee proficiency, the establishment has to coordinate their development to the order made by the clients, convey the autos to merchants successfully and guarantee the autos are traceable if there are any issues (Fusheng, 2017).

Stakeholder Engagement

The CJLR has established an answer in the build-to-order strategy, that anticipates overload and accurately meets purchasers' customized necessities (Fusheng, 2017). Requests move via an end-to-end development framework, that covers all procedures from generation as well as quality control to co-ordinations as well as tracking frameworks (Beamish, 2013).

The organization adopted an end-to-end automotive manufacturing. The framework empowers the auto creator to see whether a planned prototype is ready for generation, (Fusheng, 2017) to compute as well as approve the limit of a creation line even prior to being set and to perceiving how an auto body will appear prior to moving to the welding as well as the painting section. The frameworks assist the CJKR to pumped more investment and to work productively (Fusheng, 2017).

The organization has a strong base. Expanding on its qualities, the CJLR is completely positive about what is to come (Fusheng, 2017). They anticipate of dispatching a new product brand each year to 2020 and will keep on providing Chinese purchasers with predominant items as well as services past their desires. The company has declared an arrangement to expand the plant capacity to better address the issues of Chinese purchasers as well as conveying the commitment for a long term in relation to the market of China (Beamish, 2013).

The choice of the strategies to be employed for international market relies on the particular organization's circumstance, its money related circumstance, experience, and capacities. Additionally, there are a few market modes of entry which have preferences and risks as well as the drawbacks/dangers they involve (Park and Harris, 2014). The control over the firm, the asset responsibility, the adaptability, and the danger of the association rely on the advertisement mode strategy need proper selection. CJLR as an MNE (multinational venture) has the abilities to select a suitable market entry technique.

The creation of JVs can be an option surviving technique to gaining another firm in developing markets (Liu et al., 2014). Be that as it may, while these two businesses might be spurred by similar objectives, they are authoritatively and legitimately very extra-ordinary (Wai et al., 2013). JVs include at least two organizations combining in business. It is legitimately authoritative and can exist for quite a while (Ertug et al., 2013). In an organization, it is the people who consolidate for a joined wander. At least two organizations, which are recorded in the share trading system regularly, participate in a joint dare to defeat rivalry (Nyaga et al., 2013). While participating in the association, the people included a move toward becoming accomplices in an association for the benefit. Banding together is easygoing understanding, however, can be in composing (Iossa & Martimort, 2015).

Conclusion

Park and Harris, 2014), expressed that, beginning from a premise of perceived need, the joint venture can enable associations to accomplish a common vision, something consistently cited as a key to an effective joint venture. As indicated by Kumar, Mudambi, and Gray (2013), JVs hold enormous potential to profit their members in development, portfolio upgrade, and cost control. However, it is similarly certain that such connections have significant difficulties to execute adequately, and entails some hazards as Yan & Luo (2016) opines. Normally, effective VJs are characterized as those that create a business innovation, meet specialized targets, create licenses, and deliver unexpected advantages (Gomes et al., 2013).

As organizations set out on JVs, they upgrade their progress (Gomes et al., 2013) by thinking about a few key variables. These components were considered as exceedingly basic in advancing the achievement of JVs (Iossa & Martimort, 2015).

Partner responsibility has been recognized to be basic in JV relationship. As indicated by Meschi & Wassmer (2013), accomplice's eagerness to apply exertion in the interest of the JV relationship is the thing that requires dedication. Additionally, the dedication is a long-term endeavor as opposed the points of interest (Shi et al., 2014). As indicated by Beamish (2013), JV execution is st identified with the level of accomplice responsibility. In this manner, larger amounts of duty ought to influence JV execution and accomplice's fulfillment with JV exercises. Thus, JV cannot exist if the partners are not dedicated to the common targets as endorsed in the assentation.

There has to be a clear leadership; Nambisan & Baron, (2013), distinguished in his exploration that, management control of each partner’s commitment to the JV is indispensable for JVs achievement. As indicated by Wang & Lestari, (2013), empowering and using clear leadership can help JVs to beat a lot of issues experienced at both of the business and operational stages. Beamish (2013), asserts that associations will work better if choices are put forward that makes the two participative (Beamish, 2013). Therefore, incapable leadership can diminish the adequacy of JV and in this way prompt clash between accomplices (Gomes et al., 2013).

Productive undertaking planning; Nambisan & Baron, (2013), uncovers that the fundamental of a coming together driven by the aims to strive for value and that the value to be created will be valuable. The significance of viable scheduling as well as the management of the project all through the period of the partnership cannot be looked down upon. The collaboration brings in a considerable measure of the unacceptable planning of exercises that may not follow the action timetable of both parties (Killing, 2013). Therefore there is need calls changing the undertaking’s designs as well as projects to be within the deadline of the two gatherings, or the other way around (Meschi & Wassmer, 2013).

Security of finances in JVs; Yan & Luo (2016) identified in his exploration that, having adequate money related assets to keep up venture exertion, budgetary soundness and sufficient subsidizing all through the task is going to influence the accomplishment of JVs.

Inspiration to finish the task; Meschi & Wassmer (2013) upheld that, paying attention to the accomplice’s plan and schedule of JV, the employees ensure that achievement of venture projects get realized. There must be sufficient inspiration to finish the project by accomplices to guarantee that there is no dropping out on mid-way. This inspiration ought to be distinguished prior to the schedule and be conceivable in the development of JV and it must take center on JV objectives (Gomes et al., 2013).

The company is in a position to establish their brand in China, introducing another phase of double brand activity. The created name-plates are generally perceived and accepted by Chinese clients, thus adding to half of the sale in China (Ertug et al., 2013). They have chosen to build up the Phase II Project as it constantly aims at being the sole premium car developer in the nation. After four years of advancement, CJLR exhibited strong corporate abilities, with its representatives, business accomplices and the group profiting from shared strategies (Wai et al., 2013).

The new Jaguar XFL nameplate is accessible at extremely reasonable costs and is carefully skimmed to fit the buyers, the nameplate turns into a hit in the market, showing the organization's exact market understanding and opening another section in the double brand task (Iossa & Martimort, 2015). This led to the development of 2016MY and Discovery Sport Special brands that were launched to follow one another, offering another convincing decision augmented with British lineup of world-class quality and of value for the customer who will get attracted to the brand (Kumar, Mudambi & Gray, 2013).

In every accomplishment of unique products, there is the organization that continues acquiring strength. CJLR has the best as well as effective operation and administration, coupled with settled systems in cutting-edge manufacturing, management that is of quality, R&D, supply chain, IT and talented human resources (Nyaga et al., 2015). In order to give a clear brand of Jaguar easily, CJLR incorporated and established an aluminum body shop in China, with furnished best in class aluminum innovation (Shi et al., 2014). This makes the CJLR be the main and leading organization of aluminum body innovation in China. Based on the awesome corporate quality, CJLR is completely sure on the future. The organization will create no less than one new nameplate consistently by 2020 and keep on providing its customers with products as well as services that exceed their expectation in the automobile industry (Liu et al., 2014)

The model adopted by CJLR is the Joint Venture Business Model which has become a success. In the examination of this model and the joint venture between Cherry and Jaguar Land Rover, it is apparent that they employed the best of this strategy for the benefit of its customers alongside its endeavors in capturing the Chinese market.

The CJLR's way to deal with joint venture has been broadly admired for its capacity to help experts in the transmission of efficiencies and quality administrations. Transactions towards a joint venture will include exchanges on which property benefits the joint board would like to transfer CJLR under an exclusive contract. The present staff under these systems will move to the new organization, as per CJLR enactment (Bohnsack, Pinkse & Kolk, 2014). A new administration, together with the arrangement of support guarantees efficiencies are immediately presented. The capacity to trade with fewer confinements in a more extensive market brings expanded business adaptability and better returns. The immediate authorities have the direct impact on the key course of the organization. This gives the group a noteworthy level of association that would be conceivable in a traditional outsourced legal agreement. The benefits of the organization get shared with the partner. Through this instrument, CJLR is reusing a portion of the advantages of trading in the new area with new market share. This model accommodates the likelihood of other industry players to undertake inter-organization strategy later on, given that it is useful for all groups (Zott, & Amit, 2013). 

The location situated is central and targets the Chinese market. At the point when CJLR make joint venture organization the point from the beginning is to demonstrate to staff and customers of their value. This includes moving to new and devoted premises to venture in with the marketable strategy. A cutting-edge office condition with incredible ICT framework fortifies a stage change in ethos and confidence and advances the productive utilization of room and better methods for working. Inspiration, skill enhancement, and aptitudes are created in a steady situation that celebrates persistent learning and expert advancement (Vahlne & Johanson, 2013). New key execution pointers are set and checked, with extending focuses for consistent change. There is the creation of sustainable environmental impacted to the society with the use of environmentally acceptable practices. In keeping the services in a central place lessens the length and recurrence of movement, consequently bringing down the natural effect of the services presented (Frankenberger, Weiblen & Gassmann, 2014). The management of the accomplice expert's property home advantages from the best practice standards presented from the business area. Practical methodologies support every one of the administrations, and it gives the company an industry driving mastery in this field of automobiles (Beamish, 2013).

There is an increase in better quality product delivery. The joint venture organizations give a far-reaching scope of expertise in automobile manufacturing to address the issues that the other partner could not have realized. It takes the benefit of using the accomplices' resources, technology, and expertise. This draws upon the capability within the entire CJLR Group, so clients can get a more prominent scope of products. The assets of the CJLR are additionally accessible to guarantee dependable product conveyance through any increase or decrease in demand. CJLR invest vigorously in innovation and preparation, prompting more adaptable and higher quality products (Boons & Lüdeke-Freund, 2013).

There is the presentation of better value in relation to financial proceeds. All the business risks in setting up the joint venture organization are taken by the care of by CJLR. The organization likewise gives the money for product enhancements. Monetary freedom enables the organization to obtain finances for the venture and empowers more viable money management (Gabrielsson & Gabrielsson, 2013). The CJLR program of persistent change in technology tries to reduce wasteful aspects and unnecessary overheads and gives genuine advantage from economies of scale. Access to new markets through nearby contacts and the group business improvement is organized to create benefits that are imparted to the two organizations. The special features of the CJLR joint venture imply that the procurement rules do not apply and do not any significant bearing, given that best esteem can be illustrated (Blackburn, Hart & Wainwright, 2013). This leads to a big saving in time and money contrasted with a traditional outsourcing that normally involves lengthy procedures and consumes a lot of time. A huge advantage related with the joint-venture for CJLR is increased sales potential because of the expanding interest of CJLR autos in China. For JLR, advertise entry without or with low market information could involve high hazard. Through the joint-wander, this hazard yet, in addition, the odds are shared (Berglund & Sandström, 2013). Chery Automobile realizes what Chinese clients require. For example, the need for custom fitted items could be seen at the longer jaguar XF which has greater leg-room. The most noteworthy advantage for CJLR is avoidance of import levies and satisfying nearby creation necessities, which diminish sales costs and make the organizations autos focused and more beneficial (Saebi & Foss, 2015).

This approach of collaboration adopted by the organizations helped in the perception of a win-win situation in order to accomplish sustainability objectives and take advantage from exposure to the fluctuation in market prices and improvement in material handling as well as logistics  (Yao et al., 2013). However, all organizations in the transformation chain will profit similarly from the change. This is because of the intrinsic need to change the idea of value stream in the chain. Making shared qualities inside such activities can improve supplier connections, increase development and enhances trust. The proof from the REAL-CAR venture is that the value chain that is sustainable will deliver most advantages and cultivate more prominent coordinated effort in the event that they focus on the environment, social, financial and greatest scale (Fusheng, 2017).

Conclusion

The organization is dedicated to offering purchasers' product with delight with an exceptional experience by making top-notch products. They challenge the standards through the production of 'Alive' outline and endeavor to guarantee that each model exemplifies an extraordinary performance and excellence.

As a leader the company re-affirms its steadfast status on account of a rich exterior, impeccable inner built, extreme in-auto encounter and exceptional execution irrespective of the atmosphere or the conditions on the road. All through, the company has kept on new peaks to reclassify the performance of SUV. It has created close to the customers, fulfilling their wants for passion, eminence, and proceeding to push to the limits.

The Inter-organizational strategy adopted by the organizations helped in the perception of a win-win situation to accomplish sustainability objectives and take advantage from exposure to the fluctuation in market prices and improvement in material handling as well as logistics. Moreover, other organizations in the transformation chain will profit as well because of the intrinsic need to change the idea of value stream in the chain.

The CJLR program of persistent change in innovation and technology permitted the company to reduce wasteful aspects and unnecessary overheads and giving the advantage from economies of scale. Additionally, the special features of the CJLR joint venture imply that the procurement rules do not apply and do not any significant bearing, given that best esteem can be illustrated. This leads to a big saving in time and cash contrasted with a traditional outsourcing that normally involves lengthy procedures and consumes a lot of time. A huge advantage related with the joint-venture for CJLR is increased sales potential because of the expanding interest of CJLR autos in China. Access to new markets through collaboration and group business improvement is organized to create benefits that are imparted to the two organizations.

There is increases better quality product delivery. This draws upon the capability within the entire CJLR group, so clients can get a more prominent scope of products. The assets of the CJLR are additionally accessible to guarantee dependable product delivery through any increase or decrease in demand. The company invested vigorously in innovation and preparation, prompting more adaptable and higher quality products.

With the foundation of strong joint corporate values and abilities, CJLR has made remarkable accomplishments following four years of advancement. Since the creation of the joint venture, there has been constant engagement by the company with the stakeholders. The company share value with its employees, partners and business community. It has developed more than 4,000 technical as well as management talents and creates over 2,000 jobs to the auto industry, especially in China.

The corporate sustainable strategy is the utilization of the most developed, smart, and green and premium aluminum innovation. The company presented the most driving premium lightweight innovation in China, which is the most insightful and green aluminum innovation. The aluminium combination has favorable circumstances of being light, solid and recyclable contrasted to the conventional steel materials, which are vital to car design.

References

Amran, A., Lee, S. P., & Devi, S. S. (2014). The influence of governance structure and strategic

corporate social responsibility toward sustainability reporting quality. Business Strategy and the Environment, 23(4), 217-235.

Bakermckenzie, (2014). Succeeding at business transformation in increasingly complex world.

Retrieved from https://www.bakermckenzie.com/-/media/files/insight/publications/2014/12/growing-pains-succeeding/br_ma_businesstransformations_jan2015.pdf?la=en

Beamish, P. (2013). Multinational joint ventures in developing countries (RLE International

Business). Routledge.

Berglund, H., & Sandström, C. (2013). Business model innovation from an open systems

perspective: structural challenges and managerial solutions. International Journal of Product Development, 18(3-4), 274-285.

Blackburn, R. A., Hart, M., & Wainwright, T. (2013). Small business performance: business,

strategy and owner-manager characteristics. Journal of small business and enterprise development, 20(1), 8-27.

Bohnsack, R., Pinkse, J., & Kolk, A. (2014). Business models for sustainable technologies:

Exploring business model evolution in the case of electric vehicles. Research Policy, 43(2), 284-300.

Boons, F., & Lüdeke-Freund, F. (2013). Business models for sustainable innovation: state-of

the-art and steps towards a research agenda. Journal of Cleaner Production, 45, 9-19.

Cambridge Institute for Sustainability Leadership, (2016). Collaboration for a closed-loop value

chain: Transferable learning points from the REALCAR project. Retrieved from https://www.cisl.cam.ac.uk/publications/publication-pdfs/cisl-closed-loop-case-study-web.pdf

Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and organizational

performance. Journal of Leadership & Organizational Studies, 20(4), 375-393.

Chen, Y. H., Lin, T. P., & Yen, D. C. (2014). How to facilitate inter-organizational knowledge

sharing: The impact of trust. Information & Management, 51(5), 568-578.

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage

learning.

Ertug, G., Cuypers, I. R., Noorderhaven, N. G., & Bensaou, B. M. (2013). Trust between

international joint venture partners: Effects of home countries. Journal of International Business Studies, 44(3), 263-282.

Frankenberger, K., Weiblen, T., & Gassmann, O. (2014). The antecedents of open business

models: an exploratory study of incumbent firms. R&D Management, 44(2), 173-188.

Fusheng, L. (2017). Automation drives Chery Jaguar Land Rover efficiency gains. Retrieved

from https://www.chinadaily.com.cn/cndy/2017-01/09/content_27895292.htm

Gabrielsson, P., & Gabrielsson, M. (2013). A dynamic model of growth phases and survival in

international business-to-business new ventures: The moderating effect of decision-making logic. Industrial Marketing Management, 42(8), 1357-1373.

Galpin, T., Whitttington, J. L., & Bell, G. (2015). Is your sustainability strategy sustainable?

Creating a culture of sustainability. Corporate Governance, 15(1), 1-17.

Gomes, E., Angwin, D. N., Weber, Y., & Yedidia Tarba, S. (2013). Critical success factors

through the mergers and acquisitions process: revealing pre?and post?M&A connections for improved performance. Thunderbird international business review, 55(1), 13-35.

Goyal, P., Rahman, Z., & Kazmi, A. A. (2013). Corporate sustainability performance and firm

performance research: Literature review and future research agenda. Management Decision, 51(2), 361-379.

Grant, R. M. (2016). Contemporary strategy analysis: Text and cases edition. John Wiley &

Sons.

Horn, C., & Brem, A. (2013). Strategic directions on innovation management–a conceptual

framework. Management research review, 36(10), 939-954.

Iossa, E., & Martimort, D. (2015). The simple microeconomics of public?private partnerships.

Journal of Public Economic Theory, 17(1), 4-48.

Johnson, G. (2016). Exploring strategy: text and cases. Pearson Education.

Killing, P. (2013). Strategies for joint venture success (RLE international business). Routledge.

Kumar, V., Mudambi, R., & Gray, S. (2013). Internationalization, innovation and institutions:

the 3 I's underpinning the competitiveness of emerging market firms. Journal of International Management, 19(3), 203-206.

Liu, Y., & Almor, T. (2016). How culture influences the way entrepreneurs deal with uncertainty

in inter-organizational relationships: The case of returnee versus local entrepreneurs in China. International Business Review, 25(1), 4-14.

Liu, J., Love, P. E., Smith, J., Regan, M., & Davis, P. R. (2014). Life cycle critical success

factors for public-private partnership infrastructure projects. Journal of Management in Engineering, 31(5), 04014073.

Meschi, P. X., & Wassmer, U. (2013). The effect of foreign partner network embeddedness on

international joint venture failure: Evidence from European firms’ investments in emerging economies. International Business Review, 22(4), 713-724.

Meschi, P. X., & Wassmer, U. (2013). The effect of foreign partner network embeddedness on

international joint venture failure: Evidence from European firms’ investments in emerging economies. International Business Review, 22(4), 713-724.

Michelon, G., Boesso, G., & Kumar, K. (2013). Examining the link between strategic corporate

social responsibility and company performance: an analysis of the best corporate citizens. Corporate Social Responsibility and Environmental Management, 20(2), 81-94.

Nambisan, S., & Baron, R. A. (2013). Entrepreneurship in innovation ecosystems: entrepreneurs'

self?regulatory processes and their implications for new venture success. Entrepreneurship Theory and Practice, 37(5), 1071-1097.

Nyaga, G. N., Lynch, D. F., Marshall, D., & Ambrose, E. (2013). Power asymmetry, adaptation

and collaboration in dyadic relationships involving a powerful partner. Journal of Supply Chain Management, 49(3), 42-65.

Park, J. Y., & Harris, S. (2014). Microfoundations for learning within international joint

ventures. International Business Review, 23(3), 490-503.

Saebi, T., & Foss, N. J. (2015). Business models for open innovation: Matching heterogeneous

open innovation strategies with business model dimensions. European Management Journal, 33(3), 201-213.

Shi, W. S., Sun, S. L., Pinkham, B. C., & Peng, M. W. (2014). Domestic alliance network to

attract foreign partners: Evidence from international joint ventures in China. Journal of International Business Studies, 45(3), 338-362.

Stead, J. G., & Stead, W. E. (2014). Sustainable strategic management. Routledge.

Vahlne, J. E., & Johanson, J. (2013). The Uppsala model on evolution of the multinational

business enterprise–from internalization to coordination of networks. International Marketing Review, 30(3), 189-210.

Van der Byl, C. A., & Slawinski, N. (2015). Embracing tensions in corporate sustainability: A

review of research from win-wins and trade-offs to paradoxes and beyond. Organization & Environment, 28(1), 54-79.

Wai On, L., Liang, X., Priem, R., & Shaffer, M. (2013). Top management team trust, behavioral

integration and the performance of international joint ventures. Journal of Asia Business Studies, 7(2), 99-122.

Wang, K. J., & Lestari, Y. D. (2013). Firm competencies on market entry success: Evidence

from a high-tech industry in an emerging market. Journal of Business Research, 66(12), 2444-2450.

Yan, A., & Luo, Y. (2016). International joint ventures: Theory and practice. Routledge.

Yao, Z., Yang, Z., Fisher, G. J., Ma, C., & Fang, E. E. (2013). Knowledge complementarity,

knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China. International Business Review, 22(1), 216-227.

Zott, C., & Amit, R. (2013). The business model: A theoretically anchored robust construct for     strategic analysis. Strategic Organization, 11(4), 403-411.

Cite This Work

To export a reference to this article please select a referencing stye below:

My Assignment Help. (2019). Inter-Organizational Relations: A Case Study Of Cherry Jaguar Land Rovers. Retrieved from https://myassignmenthelp.com/free-samples/influence-of-governance-structure-and-strategic.

"Inter-Organizational Relations: A Case Study Of Cherry Jaguar Land Rovers." My Assignment Help, 2019, https://myassignmenthelp.com/free-samples/influence-of-governance-structure-and-strategic.

My Assignment Help (2019) Inter-Organizational Relations: A Case Study Of Cherry Jaguar Land Rovers [Online]. Available from: https://myassignmenthelp.com/free-samples/influence-of-governance-structure-and-strategic
[Accessed 16 June 2024].

My Assignment Help. 'Inter-Organizational Relations: A Case Study Of Cherry Jaguar Land Rovers' (My Assignment Help, 2019) <https://myassignmenthelp.com/free-samples/influence-of-governance-structure-and-strategic> accessed 16 June 2024.

My Assignment Help. Inter-Organizational Relations: A Case Study Of Cherry Jaguar Land Rovers [Internet]. My Assignment Help. 2019 [cited 16 June 2024]. Available from: https://myassignmenthelp.com/free-samples/influence-of-governance-structure-and-strategic.

Get instant help from 5000+ experts for
question

Writing: Get your essay and assignment written from scratch by PhD expert

Rewriting: Paraphrase or rewrite your friend's essay with similar meaning at reduced cost

Editing: Proofread your work by experts and improve grade at Lowest cost

loader
250 words
Phone no. Missing!

Enter phone no. to receive critical updates and urgent messages !

Attach file

Error goes here

Files Missing!

Please upload all relevant files for quick & complete assistance.

Plagiarism checker
Verify originality of an essay
essay
Generate unique essays in a jiffy
Plagiarism checker
Cite sources with ease
support
Whatsapp
callback
sales
sales chat
Whatsapp
callback
sales chat
close