I suspect a good lawyer who specializes in this area can explain the details and standard arrangements. Depending on your area, I'd also check the grapevine to see if there are any former partners of any business you could have a chat with. And of course, Barnes and Noble would most likely have a good book on the subject.
I do think that you may be getting the better end of things, as odd as that may sound. Although you may be the one working 80 hours a week, you are also drawing a salary. So in the event of a partnership dissolution, business failure or other unfortunate occurrence, you will have been taking money out of the business from inception. Your partners, in the event there is little profit, will get little.
With that in mind, your salary could be seen as an advance on profits. As Panini has suggested, writing everything down is paramount.
I suspect also that you should not rely solely on "standard" partnerships. Most important are the communications and stated expectations between you and your partners as individuals.
So does your salary as accrued, in the event of a soured business, count against your losses in investment? You agree to this? If you don't agree, that needs to be clarified.
Salary in my opinion should be for the hours and sweat equity, not as a counter to the loss of your investment or a balance to the loss of your partners investment, if that makes any sense.
As I have suggested in other posts, a clear and open discussion with your partners about what each sees as "obvious" is required.
Any standard agreement is by its' very nature going to be general. An agreement written to the specific needs of you and your partners will clarify beforehand what the individual expectations are and be much stronger as a result.
Too often partnerships are written in the same spirit as the investment idea is conceived, full of hope, promise and high expectations, more an administrative hurdle to overcome than the reality defining document it should be. When the future arrives, everyone finds what has been overlooked. So again as Panini suggests, I would look ahead to the possible dissolution of the partnership, either all at once in the worst case, or individually as each partner decides they have had enough. What will each partner be expecting during that time?
As a last thought, I'll throw this in. You're doing the work, they are the silent partners.
Are they silent while drinking for free at the bar every night? Are they expecting to have all the meals they want for free? Are you?
When do they get the chance to inform you that there are issues you are not addressing? If they see something, when can they say something?
What will be the measurement marks for the evaluation of the business and whether it is succeeding or not? How will your success be measured against your partners expectations?
Standard agreements will provide some basis for understanding the basics of any agreement. That's a really good thing to explore. But there is also that huge bugaboo called human nature. You and your partners are all individuals with different needs, wants, flaws and expectations. The agreement should reflect that as well.