The Resource Strategic merge : a gain or a gamble the case of Telco China, Wing Sun Li (DBM, United International College, Zhuhai, China)

Strategic merge : a gain or a gamble the case of Telco China, Wing Sun Li (DBM, United International College, Zhuhai, China)

Label
Strategic merge : a gain or a gamble the case of Telco China
Title
Strategic merge
Title remainder
a gain or a gamble the case of Telco China
Statement of responsibility
Wing Sun Li (DBM, United International College, Zhuhai, China)
Creator
Author
Subject
Language
eng
Cataloging source
UtOrBLW
http://library.link/vocab/creatorName
Li, Wing Sun
Dewey number
658.044
Illustrations
illustrations
Index
index present
LC call number
HD62.47
LC item number
.L59 2019
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
Series statement
Emerald emerging markets case studies,
Series volume
volume 9, issue 2
http://library.link/vocab/subjectName
  • Joint ventures
  • Strategic alliances (Business)
Label
Strategic merge : a gain or a gamble the case of Telco China, Wing Sun Li (DBM, United International College, Zhuhai, China)
Instantiates
Publication
Copyright
Note
  • By reviewing the case study, readers are expected to understand the constraints of competitive strategies in a shifting environmental landscape; the difficulties of foreign companies to sustain in an emerging market with government interventions; the subtlety of joint venture (JV) formation by partners with very divergent background, priority and agenda; evaluation of behavioural orientations of partnership and JV operational arrangements as determinants of a successful JV strategy
  • High-tech companies can enjoy super profits from their products when only a few competitors can compete with them technologically. However, these companies also nurture a high-cost operational culture that sets a constraint for their further growth when superiority of the technology can no longer be maintained. High-tech companies may reposition their businesses with a strategic shift from differentiation strategy to cost focus strategy. The attendant shift as well as synchronization problem in an organization may require a larger effort to revamp. This case describes a global telecom infrastructure company with successful business performance in China in her early establishment with a pre-emptive technological edge. Mitigation of technological superiority and the rise of local competitors have forced the Company to opt for a cooperative strategy with a local player in the establishment of a low-cost joint venture. Does the new joint venture facilitate the strategic shift or just create an illusion of cooperation?
  • Undergraduate students and post graduate students taking strategic management course
  • Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Control code
emerald1113
Dimensions
cm.
Dimensions
unknown
Extent
1 online resource (8 pages)
Form of item
online
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other physical details
23 illustrations
Specific material designation
remote
Label
Strategic merge : a gain or a gamble the case of Telco China, Wing Sun Li (DBM, United International College, Zhuhai, China)
Publication
Copyright
Note
  • By reviewing the case study, readers are expected to understand the constraints of competitive strategies in a shifting environmental landscape; the difficulties of foreign companies to sustain in an emerging market with government interventions; the subtlety of joint venture (JV) formation by partners with very divergent background, priority and agenda; evaluation of behavioural orientations of partnership and JV operational arrangements as determinants of a successful JV strategy
  • High-tech companies can enjoy super profits from their products when only a few competitors can compete with them technologically. However, these companies also nurture a high-cost operational culture that sets a constraint for their further growth when superiority of the technology can no longer be maintained. High-tech companies may reposition their businesses with a strategic shift from differentiation strategy to cost focus strategy. The attendant shift as well as synchronization problem in an organization may require a larger effort to revamp. This case describes a global telecom infrastructure company with successful business performance in China in her early establishment with a pre-emptive technological edge. Mitigation of technological superiority and the rise of local competitors have forced the Company to opt for a cooperative strategy with a local player in the establishment of a low-cost joint venture. Does the new joint venture facilitate the strategic shift or just create an illusion of cooperation?
  • Undergraduate students and post graduate students taking strategic management course
  • Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Control code
emerald1113
Dimensions
cm.
Dimensions
unknown
Extent
1 online resource (8 pages)
Form of item
online
Media category
computer
Media MARC source
rdamedia
Media type code
  • c
Other physical details
23 illustrations
Specific material designation
remote

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