Koji Yamada in India (C): Managing an India-Japan Joint Venture (Chinese Version)

Description

Koji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. Even when meetings are scheduled in advance, Yamada has difficulty meeting with his Indian colleagues to discuss the project. He needs to figure out a way to move the project forward so as to make the JV viable.

Learning Objective

The objectives of this case are as follows: 1) helping participants understand the power dynamics in a JV; 2) analyzing cultural differences in a cross-border JV; and (3) developing knowledge about adequate ways to bridge differences and foster collaboration in a JV of this kind.

Related Documents

• Koji Yamada in India (A): Managing an India-Japan Joint Venture
• Koji Yamada in India (B): Managing an India-Japan Joint Venture
• Koji Yamada in India (D): Managing an India-Japan Joint Venture

Keywords

India Japan joint venture