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Authors: Jelena Petrovic (Kingston University)
Originally published in: 2018
Revision date: 19-Jan-2018

Abstract

This case illustrates a complex nature of a role of a strategic leader/ board director in an international joint venture (IJV). IJV shared governance structure and the presence of two or more partner organisations of different national and organisational cultures and possibly divergent agendas about their IJV, require IJV board members to manage different partners’ agendas in the overall interests of the venture.

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Abstract

This case illustrates a complex nature of a role of a strategic leader/ board director in an international joint venture (IJV). IJV shared governance structure and the presence of two or more partner organisations of different national and organisational cultures and possibly divergent agendas about their IJV, require IJV board members to manage different partners’ agendas in the overall interests of the venture.

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