Abstract
PurposeReviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsFollowing analysis of the interview transcripts, other vital factors identified by researchers as vital for joint ventures included a shared strategic vision, and the establishment of trust and good communication. In the case of the organizations under consideration, a highly positive development was the use of managers who were already part of the set‐ups.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
Reference3 articles.
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2. Bradach, J.L., Tierney, T.J. and Stone, N. (2008), “Delivering on the promise of nonprofits”, Harvard Business Review, Vol. 86 No. 12, pp. 88‐97.
3. Bach, V. and Whitehill, M. (2008), “Profit factor: how corporate culture affects a joint venture”, Strategic Change, pp. 115‐32.