• Interdisciplinary (retail) research: The business of geography and the geography of business

      Owens, Martin D.; Sparks, L.; Palmer, M. (2006)
      At the 2005 British Academy of Management conference several well-known economic geographers, including Neil Wrigley, Gordon Clark, and Susan Christopherson, called for management researchers to engage with economic geographers on interrelated geographical and managerial issues in the study of (retail) firms. In this commentary we reflect upon the present geography -management interface.We begin by considering the term `interdisciplinary research' and its relationship to any management - geography interface. This is followed by a context-specific discussion of international retailing and the role of research on the retail transnational corporation (TNC) in developing an interdisciplinary agenda. This commentary represents an initial more business and management focused response to the call from geography academics for more/better interdisciplinary research at the geography - management interface.
    • Resolving post-formation challenges in shared IJVs: The impact of shared IJV structure on inter-partner relationships

      Owens, Martin D.; Ramsey, E.; Loane, S. (2018-06)
      The “50/50”, or the shared management international joint venture (shared IJV) remains a popular and yet challenging control structure to govern IJVs. The purpose of this study is to understand the post-formation management of shared IJVs, specifically the relationship between shared structure, relational conditions and management of post-formation challenges. Our evidence is based on 26 in-depth interviews across four cases of shared IJVs between British multinationals and Asian companies. Our findings indicate that the highly integrative nature of shared IJVs, including high operational interdependence and shared decision-making, encourages partners to work closely together, communicate frequently and intensely and exchange personnel. Although share management can lead to inter-partner conflicts, the equal investment and mutual responsibility partly provides partners with motivation and opportunities to learn about each other, to better implement the control structure, to build trust, and to commit to the venture and partner. These relational conditions facilitated the successful management of post-formation challenges such as diversity related conflicts and macro volatility.