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Authors: Yves Doz; Mark Hunter
Published by: INSEAD
Originally published in: 2003
Version: 03.2005
Length: 16 pages
Data source: Published sources

Abstract

In the early 1960s Fuji-Xerox is formed as a joint venture of two leading US and Japanese firms. Over time the venture acquires increasing autonomy, as its strategic vision, quality improvement expertise, and innovative capabilities render its most active parent, Xerox, increasingly dependent on its success. The case can be used to illustrate issues relating to corporate control of alliances and joint ventures, and in particular when, whether and to what extent tight or loosen control is appropriate. It also allows a discussion of the success conditions for local entrepreneurship in multinational companies. The evolution of alliances and joint ventures over time, and the means by which parties on either and both sides may resolve or exacerbate conflicts according to circumstances, may also be probed.
Location:
Size:
Large
Other setting(s):
1960-1999

About

Abstract

In the early 1960s Fuji-Xerox is formed as a joint venture of two leading US and Japanese firms. Over time the venture acquires increasing autonomy, as its strategic vision, quality improvement expertise, and innovative capabilities render its most active parent, Xerox, increasingly dependent on its success. The case can be used to illustrate issues relating to corporate control of alliances and joint ventures, and in particular when, whether and to what extent tight or loosen control is appropriate. It also allows a discussion of the success conditions for local entrepreneurship in multinational companies. The evolution of alliances and joint ventures over time, and the means by which parties on either and both sides may resolve or exacerbate conflicts according to circumstances, may also be probed.

Settings

Location:
Size:
Large
Other setting(s):
1960-1999

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