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.

Research Paper (postgraduate) from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: 1.3, Zeppelin University Friedrichshafen, language: English, abstract: The concept of the joint venture was developed in the United States. First, we need to make a distinction between purely contractual, non-equity joint ventures, on the one hand, and equity or corporate joint ventures, on the other. The regular form of joint venture is a company that is founded out of equity provided from two other entities. This venture is similar to a business partnership but limited to a specific project or purpose. The equity joint venture manifests the founding firms‟ willingness to cooperate by providing each a certain percentage of the common capital stock as illustrated in the graphic below (in this case with each partner providing half of the capital stock).There are countless ways to build up an equity joint venture with each partner providing only a certain percentage of the common capital stock (e.g. 70/30%, 90/10%, 51/49% and so forth). The firms gain control over the founded joint venture and share revenues, expenses and assets in equal proportion to their respective contributions to the venture‟s registered capital. Differing arrangements are possible. Over the last decade, we were able to witness rapidly growing companies, some of them seeking for partnerships to take advantage of positive synergy effects to gain in size or to enter new foreign markets. The topic of this essay should be why firms seek to venture, what the benefits of venturing are and why some firms fail after the venture, what are the downsides of this concept?

An international commercial law attourney offers an explanation of the legal theory and reality of organizing, negotiating, managing and protecting international joint ventures (IJVs). He provides examples and problem-solving tips, from avoiding cultural misunderstandings to legal liability.

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.

Seminar paper from the year 2008 in the subject Business economics - Miscellaneous, grade: 2,0, Zeppelin University Friedrichshafen, course: International Economics, language: English, abstract: Regarding the key factors for success or failure of an IJV two decisive clusters can be detected, namely factors in the company-internal and the company-external environment. The internal environment is characterised above all by the aspects partner attributes and partner fit, the degree of trust, as well as governance and the leadership team. The external environment is shaped by both country- and industry-specific conditions and of course also by global determinants. The interaction of these various factors and the two clusters of factors in general exerts influence on the performance of the IJV and therefore determines success or failure. The outcome of IJVs in turn is connected with foreign direct investment and international trade flows which makes the performance important for these topics, as well. In both cases different perspectives on the particular connection can be adopted. Consequently, contrary results, either a positive or a negative correlation between on the one hand the performance of the IJVs and on the other hand foreign direct investment and international trade flows, can be achieved.