Strategic Alliances: A guideline for Identification, Evaluation, Negotiation and Implementation

Diploma Thesis , 2001 , 197 Pages , Grade: 1

Business economics - Miscellaneous

The purpose of this thesis is to give a review about the broad topic of Strategic Alliances namely in a way understandable to non-management experts.

After reading this thesis the reader should be able to answer questions such as
• what are Strategic Alliances,
• should a company operate through Strategic Alliances or should other strategies be considered,
• what types of Strategic Alliances do exist,
• how to identify the strategic and operational fit,
• what impact company culture can have on an alliance,
• evaluate and assess capabilities,
• how to negotiate and select partners,
• what impact country culture can have on alliances,
• how to implement and make the alliance work.

Deliberately, this thesis is kept very general, and the relevance to the construction industry is outlined at the end of the parts 1, 2 and 9 respectively.

Furthermore the objective is to be practice-oriented rather than to wander in theoretical realms. Just like an estimate this thesis covers the major items and detailed samples are only provided in special cases to underline some very important coherences and to make the ‘theory’ more understandable. Samples and further information can be found in the respective appendices.

Hence, the purpose of this thesis is not an enumeration of Strategic Alliance samples, as every Strategic Alliance highly depends on particular circumstances. However, the samples and further information covered by the appendices will facilitate the general understanding of some issues.

Inhaltsverzeichnis

• CONTENT
• ACKNOWLEDGEMENTS
• TABLE OF CONTENTS
• Figure Content List
• INTRODUCTION
  • Scope and objective of this thesis
  • Summary
  • History
  • Definitions
    • Common definitions and abbreviations for relevant terms
  • Preface
  • Why implement Strategic Alliances?
  • Dynamic forces driving Strategic Alliances
  • Characteristics of Strategic Alliances
  • Types of Strategic Alliances
  • Four basic criteria in an alliance for each partner
  • What are Strategic Alliances not?
  • Are Strategic Alliances always strategic?
  • Why do alliances fail?
  • Implication on share prices
  • Tomorrow's champions
  • Sample of a Strategic Alliance Network in the Telecommunications Industry
  • In the construction industry
• IDENTIFY
  • Preparations (strategical, operational, and psychological)
  • Strategic fit
    • Stages of a Combination Strategy
    • Alliance strategy needs to change as needs change
    • Strategic Alliances in the airline industry: a totally different kind of strategic fit
    • Entry / Operation strategies: wholly owned subsidiary, joint ventures, exporting
  • Operational fit
    • Partner choice: what to look for in an alliance partner
    • Determining type and structure of Strategic Alliances
    • Filling the Capability Gap
  • Psychological fit - Human factors
  • Alliance success factors
  • Rethinking the management of alliances
  • In the construction industry
• COMPANY CULTURE
  • Why company cultures can clash
  • Stages of culture clash
  • Characteristics of company cultures
  • Respecting cultures
  • Systematically learning about partners' cultures
  • Culture clash in international combinations
    • Managing the culture clash
    • Protecting core values
    • Culture at the working level
    • Managing mind-sets
    • Sources of tension in building new teams
    • Molding individuals into a team
  • The origins of organizational culture
  • Assessing one's own capabilities - corporate self-analysis
  • What capabilities do we need in order to target and accomplish our goals?
• EVALUATION AND ASSESSMENT
  • Assessing organizational culture
  • Levels of acculturation
• NEGOTIATE AND SELECT PARTNER/S
  • Finding and selecting the right partner/s
  • Develop a workable alliance
  • Country culture
  • Protecting proprietary technology
  • Legal issues
• IMPLEMENT
  • Vision and Mission
    • Critical Success Factors (CSF)
    • Elements of a vision
  • Principles, Priorities, Systems and Processes
  • The multinational strategic management process: a linear situational overview
  • Human Resources
    • Retaining desired talent
    • Middle managers' role
    • Core management staff
    • Focusing and prioritizing executive attention
    • Senior team development
    • Selecting managers and organizing the alliance
    • Alliance CEO
    • Key managers and operating personnel
    • Training and development of management and workforce
  • Leadership
    • Leaderships role in the integration program
    • Alliance leadership
  • Management
    • Communicating with staff
    • Getting staff to communicate
    • Changing circumstances and structural adaptation
    • Developing detailed structures
    • Reducing risk by incremental approaches
    • Relationship risks in alliances
• MAKING MULTINATIONAL STRATEGIC ALLIANCES WORK
  • The liaison role
  • Collaboration and Cooperation
  • Collaborative / team-oriented management style
  • Nurturing a collaborative mindset
  • Conflict resolution
    • Using conflict resolution positively
  • Using teams
  • Alliance management: working for the future
  • Control balanced with autonomy
  • Tailoring Governance to Alliance
  • Institutionalizing Alliance Capability
  • Performance Measurement
  • Levels of alliance capability

Zielsetzung und Themenschwerpunkte

This thesis aims to provide a comprehensive guideline for identifying, evaluating, negotiating, and implementing strategic alliances. It explores the various aspects of strategic alliances, including their history, definitions, types, and benefits. The thesis also delves into the critical factors for success, such as strategic fit, operational fit, psychological fit, and cultural compatibility. It further examines the challenges and risks associated with strategic alliances, including culture clashes, legal issues, and managing relationships. The thesis concludes with practical recommendations for building and sustaining successful strategic alliances.

• Identifying and evaluating potential alliance partners
• Negotiating and structuring alliance agreements
• Managing cultural differences and integrating organizational cultures
• Building trust and collaboration within alliances
• Measuring and improving alliance performance

Zusammenfassung der Kapitel

The first chapter introduces the concept of strategic alliances, outlining their history, definitions, and benefits. It explores the driving forces behind the increasing popularity of strategic alliances and examines the characteristics and types of alliances. The chapter also discusses the challenges and risks associated with alliances, including the reasons for their failure.

The second chapter focuses on the identification and evaluation of potential alliance partners. It emphasizes the importance of strategic fit, operational fit, and psychological fit in selecting the right partners. The chapter also discusses the various stages of a combination strategy and the need for flexibility in alliance strategy.

The third chapter delves into the complexities of company culture and its impact on strategic alliances. It examines the causes and stages of culture clash and provides strategies for managing cultural differences. The chapter also highlights the importance of respecting and understanding different cultures and the need for systematic learning about partners' cultures.

The fourth chapter explores the evaluation and assessment of potential alliance partners. It discusses the importance of assessing organizational culture and the levels of acculturation. The chapter also provides insights into the capabilities required for successful alliances and the need for corporate self-analysis.

The fifth chapter focuses on the negotiation and selection of alliance partners. It outlines the process of finding and selecting the right partners and developing workable alliances. The chapter also discusses the importance of country culture, protecting proprietary technology, and addressing legal issues.

The sixth chapter examines the implementation of strategic alliances. It emphasizes the importance of vision and mission, critical success factors, and speed of integration. The chapter also discusses the role of human resources, leadership, and management in successful alliance implementation.

The seventh chapter provides practical advice for making multinational strategic alliances work. It highlights the importance of collaboration, cooperation, and conflict resolution. The chapter also discusses the need for a collaborative mindset, the use of teams, and the importance of control balanced with autonomy.

Schlüsselwörter

The keywords and focus themes of the text encompass strategic alliances, alliance management, partnership, collaboration, cooperation, cultural differences, organizational culture, negotiation, implementation, success factors, challenges, risks, and multinational strategic alliances. The text explores the various aspects of strategic alliances, including their history, definitions, types, benefits, and challenges. It provides a comprehensive guideline for identifying, evaluating, negotiating, and implementing successful strategic alliances.

• College: AKAD University of Applied Sciences Stuttgart
• Grade: 1
• Author: Daniel Klein (Author)
• Publication Year: 2001
• Pages: 197
• Catalog Number: V185703
• ISBN (eBook): 9783656982319
• ISBN (Book): 9783867465809
• Language: English
• Tags: strategic, alliances, identification, evaluation, negotiation, implementation