Although published thirty years ago this book accurately predicted that joint-ventures would become an increasingly prominent feature on the corporate landscape. This book, based on the experience of managers in both successful and unsuccessful joint ventures has been written expressly to help managers improve the performance of their joint ventures. It discusses the area of joint venture design and management including the management of ventures between corporations and government bodies.

Management development guide on the management of joint ventures in the USA - discusses questions of ownership, contract, productivity, competition, technology transfer, etc; reviews the establisment, profitability, top management continuity, evaluation, and dissolution of the Joint Venture. References.

Although they have the potential to create synergies, joint ventures by their nature contain inherent risk. Therefore, each partner in a joint venture needs to incentivize each other in order to maximize its own payoff. Extensive pre-contractual and post-contractual bargaining is essential. This book provides successful bargaining strategies from the point of view of each partner company. Using a game theoretical framework to analyze joint venture strategy, it describes practical and legal issues that arise when creating synergies and incentive bargaining in a joint venture. With a particular focus on intellectual property law, including analysis based on many real cases, the book covers issues relating to creating synergies, corporate law issues of conflicts of interest, and antitrust law issues relating to cooperation between independent companies. Theoretically new and practically useful, Joint Venture Strategies will appeal to academics and practicing lawyers. From a corporate perspective, this book is essential for successful joint venture planning and strategy.

Written especially for those involved in strategic planning for international business ventures, this is the first full-fledged analysis of an essential element in the joint venture process--the selection of the appropriate joint venture partner. Because the right partner remains the primary determinant of the success or eventual failure of a joint venture partnership, Joint Venture Partner Selection will profit every manager and executive involved in the complex partner selection process. Author J. Michael Geringer identifies the criteria that must be considered when choosing the right partner, analyzes each criteerion in depth, and evaluates the weight to be given to each factor in the overall decision-making process.

Build long-term success though mutually beneficial relationships with larger business entities. An estimated 20,000 corporate alliances have been formed worldwide over the past two years. Such strategic alliances can provide business owners with long-term security, new revenue channels, and, often, the anchor needed to maintain stability in otherwise turbulent waters. A successful joint venture can open the door to a world of future partnership opportunities, says renowned entrepreneur Robert Wallace. In Strategic Partnerships: An Entrepreneur's Guide to Joint Ventures andAlliances, he outlines a framework business owners can use to conceive, develop, and execute such relationships between themselves and larger organizations. Based on the author's 20 years of field research, readers will learn how to: * Evaluate the suitability of a potential joint venture partner. * Establish relationship boundaries to define how partnering companies can work together through processes and complications. * Keep relationships fun, exciting, and profitable. * Properly and legally bring joint venture arrangements to a close. Most chapters conclude with a case study of a business illustrating the chapter topic, along with an interview with an executive from a major corporation. The stories and interviews give readers real-life takeaways that they can relate and apply to their own situations, providing them with a specific tool to move forward in their development. Robert Wallace is a longtime entrepreneur sought after for his expertise in engineering, telecommunications, systems development, business development, intrapreneurship, and entrepreneurship. He is the founder and chairman of a minority-owned IT consulting firm, and of a Web portal fostering the development of minority and women entrepreneurs. In 2000, Wallace was selected as the only small business member of the GE Center for Financial Learning Advisory Board.

Joint Venture Learning to Cooperate and Cooperating to Learn Joint venture management is a demanding and continuous process of organizing, guiding and developing, not only within the joint venture itself but also within the partner companies. Relationships between each side will change over time and problems can arise at different stages of development. An essential part of joint venture management consists of monitoring these stages, anticipating possible difficulties and avoiding them by applying appropriate measures in the areas of strategy, structure, human resources and culture. Using a range of international cases from top multinational companies, the authors present an effective model for implementing a successful joint venture management strategy. This is an essential book for practitioners in strategic planning, business professionals interested in entering joint ventures, as well as academics and students of international business. "This book offers valuable insights into how to make joint ventures work, both for practitioners and researchers. It represents a true step forward when it comes to better understanding how joint ventures function. The book significantly links joint ventures to present thinking on organizational learning and demonstrates more effectively than has been discussed elsewhere how the two fit together." Professor Peter Lorange President of IMD (International Institute for Management Development) "In our joint ventures we always look for strong complementarity with our partners. This book enlarges the traditional view of cooperation by delivering new and valuable insights into processes of interorganizational learning and knowledge management. The authors share with their readers a thoughtful toolbox built on practical experience." Franz Nawratil Chairman and CEO Hewlett-Packard Europe "Joint ventures have become an important business tool for market entry, use of synergies and innovations. Too many joint ventures are dissolved before the actual potential of these organizations have been capitalized. This book highlights the key factors of success in joint venture management by focusing on strategy development, structuring, cultural awareness and human resource management." M & A Review