Abstract
The idea that cultural differences are an especially problematic area of international joint ventures is well established. However, cultural differences are often used as an excuse for problems rather than being their real source. In different fields of management and various industrial sectors there is a growing literature on how partnerships can be managed and in most cases these techniques are suitable for transfer to the international joint venture arena. International joint ventures are a product of the drive towards regionalization and globalization. We have to recognize that as such they inherently involve differences of opinion. This article touches on some of the major problems that arise in international joint ventures, commonly held but mistaken assumptions that parties to a venture tend to adopt, and new techniques for partnership management, both in national and international contexts.
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