Turkey is an attractive location for Western foreign investment because of its emerging role as a springboard for foreign companies to access the newly emerging markets of Central Asia via entering joint ventures with Turkish partners. Turkey's own emerging potential and its market attractiveness for an incremental share of world foreign direct investment (FDI) inflows have also been confirmed by the U.S. government, designating the country as one of the ten Big Emerging Markets along with China, India, Russia and Brazil, which are expected to offer the greatest commercial growth opportunities in the 21st century due to their high economic growth and rapidly growing population. Tatoglu and Glaister provide an empirical analysis of the core dimensions of FDI activity based on primary data collected from Western multinationals engaged in either wholly-owned subsidiaries or joint ventures and from local Turkish firms which are the partners in joint ventures in Turkey.

Written for scholars and students of international business, global management, and strategic management, as well as for executives who are actively pursuing international market opportunities and managers in Turkish firms seeking joint venture partners, this book provides a timely account of the key facets of Western FDI activity in Turkey. Tatoglu and Glaister analyze location specific influences, strategic motives, partner selection criteria in joint ventures, management control issues and performance.

Strategic Business Alliances examines key issues in the analysis, management and performance of international joint ventures using a sample of UK-European equity joint ventures. The authors consider the viewpoint of all configurations of the international joint venture - UK parent, European parent and joint venture management. Factors discussed include motives for formation, partner selection criteria, joint venture management, and control and performance, all of which have been identified in the literature as the core dimensions of joint venture activity.The book also explores the emerging issue of learning in strategic alliances, as well as the sensitive question of cultural differences in the mix of factors that surround the complexities of modern international joint ventures. Empirical evidence examined by the authors suggests that learning and cultural differences are vital elements in the operation and performance of these ventures. Given that inter-firm collaborative activity in an increasingly globalised world economy is a crucial aspect of the strategy of many firms, this book will be invaluable to students, researchers and academics with an interest in international business and strategic management. Managers and practitioners who require insight into the core dimensions of international joint venture activity will also find this book very useful.