The late Keith W. Glaister, formerly Centre for International Business, University of Leeds, UK, Rumy Husan, Senior Lecturer, SPRU – Science and Technology Policy Research, University of Sussex, UK and Peter J. Buckley, OBE, FBA, Alliance Manchester Business School, UK

• Contents: 1. Introduction: What do we Know About International Joint Ventures? 2. Strategic Motives and Performance 3. The Nature of Partner Selection 4. Management Control 5. Decision-Making Autonomy 6. Learning to Manage International Joint Ventures 7. Partnering Skills and Cross-Cultural Issues 8. Performance Assessment in IJVs: The Relationship Between Subjective and Objective Methods and the Influence of Culture 9. Culture and the Management of IJVs 10. Summary and Conclusions Appendix 1. Research Methods and Sample Characteristics Appendix 2. Case Vignettes: Outlines of the Sample IJVs References Index

The late Keith W. Glaister, formerly Centre for International Business, University of Leeds, UK, Rumy Husan, Senior Lecturer, SPRU – Science and Technology Policy Research, University of Sussex, UK and Peter J. Buckley, OBE, FBA, Alliance Manchester Business School, UK

• Contents: 1. Introduction: What do we Know About International Joint Ventures? 2. Strategic Motives and Performance 3. The Nature of Partner Selection 4. Management Control 5. Decision-Making Autonomy 6. Learning to Manage International Joint Ventures 7. Partnering Skills and Cross-Cultural Issues 8. Performance Assessment in IJVs: The Relationship Between Subjective and Objective Methods and the Influence of Culture 9. Culture and the Management of IJVs 10. Summary and Conclusions Appendix 1. Research Methods and Sample Characteristics Appendix 2. Case Vignettes: Outlines of the Sample IJVs References Index

The late Keith W. Glaister, formerly Centre for International Business, University of Leeds, UK, Rumy Husan, Senior Lecturer, SPRU – Science and Technology Policy Research, University of Sussex, UK and Peter J. Buckley, OBE, FBA, Alliance Manchester Business School, UK

• Contents: 1. Introduction: What do we Know About International Joint Ventures? 2. Strategic Motives and Performance 3. The Nature of Partner Selection 4. Management Control 5. Decision-Making Autonomy 6. Learning to Manage International Joint Ventures 7. Partnering Skills and Cross-Cultural Issues 8. Performance Assessment in IJVs: The Relationship Between Subjective and Objective Methods and the Influence of Culture 9. Culture and the Management of IJVs 10. Summary and Conclusions Appendix 1. Research Methods and Sample Characteristics Appendix 2. Case Vignettes: Outlines of the Sample IJVs References Index