The first book-length treatment of theories, practical lessons, and the full set of critical issues that affect international joint ventures. It addresses culture, human resources, learning, legal, management, and research and development, and presents a full set of decisions and detailed guidelines for IJV formation and management. It also thoroughly analyzes 30 case studies.

Joint ventures have become a common vehicle for companies to create strategic alliances with partners that have complementary capabilities and resources, fostering opportunities to exploit distribution channels, technology, or finance in ways not available to the sole partners. Simply put, in a joint venture, two or more parent companies agree to pool defined capital, technology, human resources, risks, and rewards in the formation of a distinct entity under shared control. The complexities of such an arrangement are magnified when the project embraces more than one jurisdiction. In this special issue of the Comparative Law Yearbook of International Business, practitioners who have specialized in domestic and cross border joint venture formations report on their respective jurisdictions as well as particular cross border issues. The volume provides national reports on Brazil, Bulgaria, Chile, China, Cyprus, the Czech Republic, Greece, India, Italy, Japan, Kuwait, Lebanon, The Philippines, Romania, Trinidad & Tobago, Turkey, and Vietnam. European competition law relative to joint ventures, taxation issues in The Netherlands, and governing law also are treated.

International Joint Ventures: Economic and Organizational Perspectives is the result of a symposium on International Joint Ventures and Strategic Alliances held by the Center for Research in Conflict and Negotiation at Pennsylvania State University. The book gives a cross-disciplinary treatment of the economic and managerial issues affecting joint venture formation, operation and performance, including subjects ranging from the impact of international trade policy to cross-cultural communication on joint venture operations. The volume enriches our understanding of each discipline from the vantage point of the other, building a more complete understanding of joint ventures as a mode of entry into domestic and international markets. Two categories of question are analyzed: issues of importance to the joint potential and actual participants in a joint venture, and issues related to the social effects of joint ventures from the point of view of society as a whole or its agent, the regulator. The questions are addressed using simple theoretical models and conceptual discussions as well as empirical analyses. Audience: Executives, policy makers and scholars of economics, decision analysis, political science and management.

Joint ventures have become a common vehicle for companies to create strategic alliances with partners that have complementary capabilities and resources, fostering opportunities to exploit distribution channels, technology, or finance in ways not available to the sole partners. Simply put, in a joint venture, two or more parent companies agree to pool defined capital, technology, human resources, risks, and rewards in the formation of a distinct entity under shared control. The complexities of such an arrangement are magnified when the project embraces more than one jurisdiction. In this special issue of the Comparative Law Yearbook of International Business, practitioners who have specialized in domestic and cross border joint venture formations report on their respective jurisdictions as well as particular cross border issues. The volume provides national reports on Brazil, Bulgaria, Chile, China, Cyprus, the Czech Republic, Greece, India, Italy, Japan, Kuwait, Lebanon, The Philippines, Romania, Trinidad and Tobago, Turkey, and Vietnam. European competition law relative to joint ventures, taxation issues in The Netherlands, and governing law also are treated.

International Joint Ventures (IJVs) combine the resources of local and foreign firms to create independent business entities, however, their failure rate is high. This analysis of the IJV life cycle considers the problems of multi-person decision-making. A typology of strategic and functional configurations, and solution concepts, are developed.

International Joint Ventures in East Asia provides a state-of-the-art review of research on international joint ventures (IJVs) in East Asia, advances understanding of this geographical region, and points out the future areas of research on IJVs in this area. This latest research, conducted by business school professors in North America, Europe, and the Pacific Asia Region, presents readers with an innovative, multicultural perspective and assists the joint venture manager in planning, negotiating, and running joint ventures in East Asia.

Annotation In a textbook for a professional course or a tutorial for individual study, Gutterman explains a type of strategic relationship that allows two or more parties to collaborate in conducting specified business activities. There is no index. Annotation c. Book News, Inc., Portland, OR (booknews.com).

Human Resource Management (HRM) plays an important and strategic role in the success of international joint ventures. Based on information collected from progressive, successful international joint ventures involving companies such as Chrysler, Ciba-Geigy, Corning, Mitsubishi, and Siemens, the author delivers chapters rich in verbatim quotations from executives and other joint venture employees. Each chapter concludes with a summary of key points that are a guide for attaining excellence in joint ventures. The book will be of special interest to both managers and scholars who seek a fuller view of HRM in international joint ventures. Evaluating effective joint ventures, the author considers the subtle people dimensions involved in these operations. A special feature of the book is the treatment of human resource management from the interorganizational viewpoint of parent corporations and the joint venture firm. The author addresses such interesting issues as (1) how parent strategic goals influence HRM in the venture, (2) the importance of HRM operational assignments within the JV management contract, (3) the strengths and limitations of various HRM policies and practices, (4) the role of culture, and (5) organizational learning at strategic and operational levels in each venture. Valuable knowledge into best practices for strategic HRM allows practitioners to enhance their joint venture success.

A frequent choice for market entry to China is the international joint venture (IJV) with a Chinese partner. This is regarded as an adequate market entry if complex technological knowledge is to be transferred to the new location. However, IJVs also represent an easy way for local partners to absorb technological knowledge without authorization. Michael Hoeck investigates the character and the degree of technology transfer into IJVs, using the example of German industrial firms in China. The two central questions that are investigated are „What factors influence the sophistication of the technological endowment that an IJV in China receives from its German parents?“ and „In what way do strategic considerations regarding inter-firm cooperation and knowledge sharing influence the foreign investor’s technology transfer behaviour?“. The study results – derived from theoretical and empirical analysis – presents novel insights to both researchers and practitioners.