One of basic emphasis in this literature is that there is a link between successful joint venture business and cultural awareness and sensitivity. The meaning of the behaviors and how business is conducted differ dramatically from cultures. These differences may not be important on the surface or in a short-term interaction, but they deeply affect commitments, relationships, cooperative decision-making, and other critical elements of social interaction;
             "...there are cultural and societal differences between Western and Asian people. The differences are often obvious and relatively understandable and even stereotypical, such as the need for consensus in many Asian cultures versus a more rapid-fire Western style. If either group conducts negotiations using simplistic stereotypes, then the likelihood of success goes down." (Shemwell, 2005, p73).
             Cross-cultural difference is not a simple or trivial issue, because culture is an implicit agreement among a group of people concerning what people's action mean. Most cultures agree on some basic principles, but there is a lot of variation on the details. The agreement on basic principles makes it appear as if cultures are converging. It allows business interests and conflicts to be negotiated, and allows Chinese and Australian cultures to work together.
             However, the differences become apparent when people have to interact more intensively with each other on a joint venture negotiation. This is when the synergy anticipated from joint venture negotiation is more elusive than anticipated. There is a tendency to treat other cultures as simplistic, if the expectations of a domestic partner in an international joint venture are formed on these simplistic models, and the foreign partner makes the same simplistic assumptions about the domestic partner, then the risk of failure is high, therefore appropriate negotiation strategies, skills and attitudes are required.
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