Book Description
Companies are increasingly looking to their intellectual property (patents, trademarks, formulas, copyrights, brand names, distributions systems, etc.) as a profit center. As they try to extract more value from their holdings, some of which have been left dormant for years, many are looking beyond their own core products to partnerships with outside industries.
Now it its third edition, Intellectual Property: Licensing and Joint Venture Strategies provides the most up-to-date practical tools for evaluating the investment aspects of licensing and joint venture decisions, and discusses the legal, tax, and accounting practices and procedures related to such arrangements.
Download Description
Companies are increasingly looking to their intellectual property (patents, trademarks, formulas, copyrights, brand names, distributions systems, etc.) as a profit center. As they try to extract more value from their holdings, some of which have been left dormant for years, many are looking beyond their own core products to partnerships with outside industries.
Now it its third edition, Intellectual Property: Licensing and Joint Venture Strategies provides the most up-to-date practical tools for evaluating the investment aspects of licensing and joint venture decisions, and discusses the legal, tax, and accounting practices and procedures related to such arrangements.
Book Description
How to set up a joint venture--where to start, how to find partners, analyze finances, negotiate deals, put the legal elements together, and manage operations, while avoiding common mistakes. This ``how-to'' guide is filled with sound management advice, backed up with real examples, the rules-of-thumb of seasoned pros, handy check lists, and documents. The information presented here is applicable to large or small ventures. Explains how to develop and market new technologies, obtain capital and technical resources, take advantage of the globalization of the marketplace, and avoid problems commonly encountered in mergers and acquisitions.
Customer Reviews:
The Practical Guide to Joint Ventures and Corporate Alliance.......2000-04-26
An excellent "cookbook" approach to Joint Ventures and Alliances. Without drilling down to excessive detail the author addresses the basics of the strategic, financial, legal, and operational challenges of such business partnerships. He utilizes a series of phases to describe the life-cycle of such arrangements. Of note is the use of numerous examples of both successful and unsuccessful JV's and alliances. I would recommend this book to anyone interested in utilizing these complex business arrangements.
Book Description
Advance Praise for Partnering with Microsoft: 'Partnering with Microsoft is the first great book about the breathtaking culture, opportunity and roadmap for joining Microsoft's 850,000 partners cutting an impressive B swath in the marketpl
This inside guide to effective partnering with Microsoft reveals how to become a trusted partner in order to gain supportive co-marketing, assured referrals, and joint success in selling complementary products and services.
Customer Reviews:
Good information, terribly written.......2007-03-09
If you partner with Microsoft in sales, this is a must read. But it's also a maddening read becuase the same topics are reviewed over, and over, and over, and over again. It's like the author had to make a certain word count, so they just kept repeating themselves to make the magic number. I would recommend you digest the material over a period of weeks rather than a day or two. It's certainly not a page turner. . .
Serious Momentum with Microsoft.......2006-05-25
I had the privilege in attending a "Partnering with Microsoft" presentation and I am reading Ted Dinsmore's book now. Since the meeting with Ted Dinsmore, our organization is adopting many of the techniques revealed in his book and our corporation now has serious momentum with Microsoft. I highly recommend reading the book, and if the opportunity arises to meet Ted, don't miss it.
DANCING WITH MICROSOFT.......2005-08-28
Within 21 years of becoming the most powerful company therein, Microsoft has ascended to the pinnacle of the IT industry. Authors by Ted Dinsmore and Edward O'Connor have done an outstanding job of telling the readership of this book, how by virtue of its own commitment of partnering with other firms, Microsoft has done so to an extent unparalleled by other large companies in the industry.
Dinsmore and O'Connor begin this book by telling you why you should partner with Microsoft. Next, the authors detail the core attributes of Microsoft's culture, organization and strategy, and explain the position of Microsoft's partners in its ecosystem. Then, they build on the responsible understanding of the ecosystem by elucidating the principles of partnering with Microsoft. The authors next focus on the partnering tactics that successful ISVs employ vis-a-vis Microsoft. Dinsmore and O'Connor continue by focusing on the partnering tactics that successful services firms employ vis-a-vis Microsoft. In addition, the authors focus on the partnering tactics that successful resellers employ vis-a-vis Microsoft. Finally, they advance the tactics implicit earlier in the book; that is: how to leverage other Microsoft partners not only to improve your relationship with the company, but to accentuate your firm's success by working productively with other partners in Microsoft's Partner Ecosystem.
With the preceding in mind, the authors have done an excellent job of helping your firm come to terms with Microsoft, to assess and mitigate the risks of partnering, and to pursue and realize the rewards of partnering with this globally successful company. At the end of the day, only by understanding what makes Microsoft tick and how the company thinks and behaves, can your firm be a successful Microsoft partner.
The Inside Scoop on Working with Microsoft.......2005-08-10
A great many companies want to use computers in their business to do something a little bit different than what the programmers originally thought. Many companies do not want to invest, perhaps they cannot invest in their own IT department to understand and develop exactly what they need.
Microsoft understands this very well. Consequently many of their products are designed so that someone else can take their products and make it function as the final customer needs.
A perfect example is a database. A company wants to keep track of something. A database is the ideal way to do this. But does anyone at that company understand enough about database design to implement the database, design the forms and reports to make it easy enough for the clerks in the company to use, and then train the clerks?
The result is Microsoft's partnering philosophy. If you will set up your company to take Microsofts basic software and make it work as the final customer wants, then Microsoft wants to work with you, will supply you with support and leads, give you all kinds of advantages.
The alternative in the IT industry is to do your own thing, perhaps in competition with Microsoft. History tends to say that this isn't all that wise.
The authors fo this book are experts in working with Microsoft. In this book they give you the whole scoop, including the bad points (Suppose the customer really should use Linux!).
Book Description
Build long-term success though mutually beneficial relationships with larger business entities.
An estimated 20,000 corporate alliances have been formed worldwide over the past two years. Such strategic alliances can provide business owners with long-term security, new revenue channels, and, often, the anchor needed to maintain stability in otherwise turbulent waters.
A successful joint venture can open the door to a world of future partnership opportunities, says renowned entrepreneur Robert Wallace. In Strategic Partnerships: An Entrepreneur's Guide to Joint Ventures andAlliances, he outlines a framework business owners can use to conceive, develop, and execute such relationships between themselves and larger organizations. Based on the author's 20 years of field research, readers will learn how to:
* Evaluate the suitability of a potential joint venture partner.
* Establish relationship boundaries to define how partnering companies can work together through processes and complications.
* Keep relationships fun, exciting, and profitable.
* Properly and legally bring joint venture arrangements to a close.
Most chapters conclude with a case study of a business illustrating the chapter topic, along with an interview with an executive from a major corporation. The stories and interviews give readers real-life takeaways that they can relate and apply to their own situations, providing them with a specific tool to move forward in their development.
Robert Wallace is a longtime entrepreneur sought after for his expertise in engineering, telecommunications, systems development, business development, intrapreneurship, and entrepreneurship. He is the founder and chairman of a minority-owned IT consulting firm, and of a Web portal fostering the development of minority and women entrepreneurs. In 2000, Wallace was selected as the only small business member of the GE Center for Financial Learning Advisory Board.
Customer Reviews:
Very good book clear and well reasoned. .......2007-03-31
From the first I found the book to be filled with good information. Most business books put me to sleep, but this one kept me turning pages, a nice change. Why the change? because it offered great insight and ideas that get my creative mind flowing and showed me what great ventures are easily with in my reach.
Don't get me wrong, I've done my share of host beneficiaries and joint venture deals in the past, but I have never thought them though as the author suggests and outlines. The anthers JV outline is really a great way to work your way though the process from deciding on a partner to the final ending of the deal. All in all a great resource.
My suggestion is that if you have been thinking about getting a few deals going but are waiting to learn more, then wait no more. This book will put you on a solid footing to really go for it. And if you have done deals in the past and are wondering how to get better at the art then again this book is a great resource even for those with some kills under their belt.
On a bottom line note, for me business book boils down to this: Did the book help me to make money? So far it has not but I have only had it a few days. But the points are so clear and understandable that I'm going to look up past Host Ben partners and JV partners just to see if we can get the ball rolling again but this time even better and with even more profit. So yes I can easily predict that this book will help me make more money and profit in my business.
With that stated this book is all in all one of the best real world business books I've read in a while. It is a business builder and asset.
One last comment. The book is written with minorities in mind. Don't let that fool you even if you are Joe Average Every Man. The information will work for any business and any person.
Excellent Book for Ambitious Entrepreneurs.......2005-02-26
This is the best, most relevant book on building strategic alliances for ambitious woman- and minority-owned entrepreneurial companies that I have seen. It is an outstanding resource, being both very specific and highly useful. I have a small, young woman-owned business. Using the books' guidelines, I am currently in the process of developing a relationship with a very large national company and we are both excited about the opportunities to build success together.
Book Description
Winner of the Booker Prize
Winner of the Los Angeles Times Book Award for Fiction
Schindler's List is a remarkable work of fiction based on the true story of German industrialist and war profiteer, Oskar Schindler, who, confronted with the horror of the extermination camps, gambled his life and fortune to rescue 1,300 Jews from the gas chambers.
Working with the actual testimony of Schindler's Jews, Thomas Keneally artfully depicts the courage and shrewdness of an unlikely savior, a man who is a flawed mixture of hedonism and decency and who, in the presence of unutterable evil, transcends the limits of his own humanity.
Customer Reviews:
pretty similar to the movie .......2007-09-25
I was surprised by how similar the book was to the movie; there was a little extra detail, but not on any major points. I thought it was reasonably easy to read, and it whetted my appetite for a factual biography of Schindler which I will soon start to read.
Engaging Tale of Heroism.......2007-07-30
This gripping book was published a decade before Steven Spielberg began filming the Academy-Award winning movie. Czech-German businessman Oscar Schindler (1908-74) was flawed and hedonistic, and he profited from Jewish slave labor in his wartime factory producing cookware for the Germany army. But Schindler had a big heart, and he took many risks to save his 1,100 employees (and others) from near-certain death at the hands of their Nazi captors. We see how Schindler operated, stuffing gifts into the hands of the SS commanders, and profiting from the skills of his fearful employees. Readers get a strong feel for Schindler's life, including his flaws and excesses. We also learn of his largely un-successful years after the war, where Schindler received support from some of the employees he'd saved, but was occasionally griped at by Germans for having betrayed the fatherland.
This gripping book resulted from a chance 1980 encounter between the author and Schindler employee Poldek Pefferberg (1913-2001) in the latter's Los Angeles store. Officially classified as fiction, this is a very real tale, and it contains much information the movie didn't have time for. In short, this superbly readable effort is worth your time even if you've seen the movie.
Amazing.......2007-07-08
Seriously what can I say about this book? IT IS AMAZING. If you haven't read it, have you been under a rock your whole life? The book definitely takes a long time to read/get through but it is worth it. The story is so interesting, inspirational, and tugs at your heartstrings. The movie is great too. So if you're not much of a reader, watch the movie.
True Hero.......2007-06-01
Schindler was an amazing man that gave hope to many Jewish people in a era where they all thought there was no hope what so ever. Schindler saw past what many other NAZI's saw, Jew's are people to, with the same hopes and dreams as any other person. They shouldn't be executed due to their religious beliefs. Keneally did a great job portraying the hurt and pain of the Jewish people during the holocaust, a horendous event that took place during World War Two. Highly Recommended AMAZING BOOK!!
A rare glimmer of hope in a hopeless era.......2007-02-11
Although I have read previous works of fiction by Thomas Keneally, who is one of Australia's overlooked treasures, I picked up this particular novel (as have many readers) because I recently re-screened the movie.
I was especially heartened to realize that Spielberg stuck largely to the facts and the incidents related in this book. Even the girl in the red dress (which I was sure was a cheesy embellishment) really existed: her name was Genia and "in red cap, red coat, small red boots," she was the last of a column of evacuees who witnessed the cold-blooded execution of a family found hiding in the ghetto. Seeing Genia see the execution convinced Oskar Schindler the horror of what was happening: "They permitted witnesses, such witnesses as the red toddler, because they believed the witnesses all would perish too."
Although this is a "novel," Keneally in the introduction is careful to stress he attempted "to avoid all fiction" while distinguishing between the facts and the myth of Oskar Schindler himself. That is, he uses the novelist's craft to re-create dialogue and reconstruct incidents to fashion a narrative that tries to explain why a seemingly amoral industrialist would go to such lengths--to risk his own life and to undergo (on three occasions) imprisonment by the SS--in order to save a community with whom he had the most tenuous connection. For this "novel," the author interviewed dozens of survivors and his book tries to sift and reconcile their various accounts and memories of a man whose life was otherwise unremarkable.
While most of us would like to think we would be as brave, it's almost impossible to explain Schindler's success, much less his motives. But, for two reasons, Keneally's book is hardly a hagiography: Schindler is presented as a deeply flawed, even selfish man, and the people he rescued proved to be equally courageous--and many of the survivors are presented in far more detail than is possible in a two-hour movie. The novel makes clear that this is as much their story as Oskar Schindler's; their survival was a coordinated effort by a large group rather than a miracle effected by one man. And Commandant Amon Goeth, whose villainy, incredibly, is even worse than the character depicted in the film, comes across not simply as an evil man but, in the end, a truly pathetic and cowardly one.
"Schindler's List" is not meant to be a history of the Holocaust. This biographical novel is set in a terrible time and a unique place, and its perhaps unseemly hopefulness can seem jarringly out of place for an epoch that had no silver linings. Instead, Keneally's (and Schindler's) underlying story is a lesson for us all: what might have happened if there had been not one, but one thousand Oskar Schindlers.
Book Description
The
2006 Supplement contains the following new chapters:
- Chapter 12A: Risk Adjusted Cash Flows
- Chapter 14A: Right of Privacy, Publicity, and Celebrity Persona
Book Description
There is no shortage of books on business negotiations, some with an
international
dimension grafted onto them. This volume, by contrast, is designed to meet the need for a comprehensive guide to the complexities and pitfalls
specific to international negotiations. It addresses a range of issues such as background factors, the process of negotiations, the role of third parties, problems of cross-cultural communication, and strategies and tactics to be adopted when negotiating in the international arena. Throughout, treatment of these topics is supported by reference to real-life experiences, examples and cases.
The types of international agreements discussed include: export and sales contracts; licensing contracts; agency agreements; and joint venture agreements. These are looked at within a variety of contexts - international networks, subsidiary-parent negotiations, turnkey projects, and negotiations for foreign direct investments with companies and governments.
Underlying the whole text is the Editors' belief that, conducted within a proper systematic framework, such negotiations are a means of building lasting business relationships as opposed to merely completing one-off transactions.
Customer Reviews:
negotiate!.......2002-01-12
This book is compiled with articles of the specialist in the field of negotiating. It concist of four parts; the first part is introduction to negotiation, the second part deals with the cultural aspects of international negotiating, the third part handles the negotiating processes itself and the last part gives examples of negotiating styles in different countries, like US, Japan, Europe etc.. In the articles you will find are lovely and sometimes amusing examples that illustrate the theories.
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Model Joint Venture Agreement with Commentary
Committee on Negotiated Acquisitions
Manufacturer: American Bar Association
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Book Description
This comprehensive resource provides a complete draft of a Model Joint Venture Agreement based on a hypothetical fact pattern. Also, provided is incisive commentary explaining the meaning and function of each provision. A checklist is included addressing the issues surrounding the formation of the Joint Venture and the ongoing legal rights and obligations between the parties. The Agreement plus other related documents are replicated on a companion CD-ROM and ready for tailoring to your transaction.
Book Description
Strategic alliances are increasingly common, as many organizations look towards various partnering arrangements. This second edition of Strategies of Cooperation extends the first edition's clear and comprehensive survey of strategic alliances. Presenting different disciplinary perspectives (economics, strategy, organization theory) and numerous examples from the corporate world. The text has been thoroughly revised and updated, taking account of new theoretical models, and its coverage of case studies has been extended. It will be ideal for business students and managers alike wishing to understand the challenges of managing alliances.
Customer Reviews:
2nd Edition Add more practical detail.......2005-11-23
Strategies Of Cooperation: Managing Alliances, Networks, And Joint Ventures 2nd Edition by John Child, David Faulkner (Oxford University Press) excerpt: Strategic alliances and other forms of interfirm cooperation have grown remarkably since the mid-1980s. They are one of the more important new organizational forms. Despite the managerial and organizational challenges they undoubtedly present, there is no sign that alliances are a transient phenomenon. A survey based on 323 questionnaire responses and over 400 interviews with senior executives in 2000 indicated that alliances were `expected to account for 16 percent to 25 percent of median company value within five years and, astonishingly, more than 40 percent of market value for one-quarter of companies' (Contractor and Lorange 2002: 4).
Alliances are, along with outsourcing and virtual value-chains, one of the defining forms of modern networking among firms. As noted, they represent a clear break away from the internalized, hierarchical model of the firm, of which General Electric and IBM were salient examples in the 1980s. Today, leading corporations such as these have as many as 1,000 alliances. In the past, such corporations might have regarded alliances as a relatively peripheral activity, primarily for entering emerging country markets in which risks were high or government regulations required jVs or licensing agreements. Today, alliances are regarded as a means to achieving fundamental strategic objectives such as a strong market position, significant knowledge acquisition, and major cost reductions.
This book attempts to take stock of current thinking on the subject of cooperative strategy. The focus will he on cooperation between firms, though many of the insights into establishing and managing interfirm cooperation can also be applied to partnerships between other types of organization. Alliances, which are partnerships between firms, are the normal agent for cooperative strategy. "they are often `strategic' in the sense that they have been formed as a direct response to major strategic challenges or opportunities
which the partner firms face. Alliances are a means to an end, and consequently they are not necessarily formed with a long-term cooperative relationship in mind. But they may be established with this intention, the more so when the partners invest substantially in them. Once alliances are up and running, partners may also perceive unanticipated benefits from cooperation, such as mutual learning, which lead them to reevaluate it positively.
However, alliances can also be formed with shorter-term objectives in view. A firm may intend to use an alliance as a means of appropriating competencies and knowledge from its partner, which it continues to regard as an actual or potential competitor. Or it may enter into an alliance as a way of taking out an option for the future in conditions of uncertainty-for example, entering an unfamiliar national market. Once it has mastered the uncertainty, it may no longer attach much value to continuing the cooperation.
Whatever the underlying motivation for its formation, any alliance requires an ability to manage cooperation in order to generate returns to the partners. The ever-growing prevalence of alliances, and the need to understand the basis for their successful management, provides the main justification for the present book. It is informed by John Child's work on JVs in China and to a lesser extent Brazil and Eastern Europe, David Faulkner's work on strategic alliances between companies in developed nations, and Stephen Tallman's work on understanding the processes and motivations for alliance strategies. It also attempts to integrate what the authors believe to be the salient ideas of other writers on cooperative strategy in tackling some of the key issues currently under debate in the field. A number of important ideas emerge from the writers' efforts in this endeavor, which are perhaps worth capturing before the reader embarks on the task of a detailed reading of the book:
Cooperative strategy is not new; it has always been with us. It means what it suggests, namely the achievement of an agreement and a plan to work together; not the giving of orders down hierarchies. Firms embarking upon alliances with other firms need to keep this in the forefront of their consciousness when devising systems and controls, and activating them in the joint enterprise. This book, whilst concentrating on perhaps the pre-eminent form of cooperation-namely, the various forms of strategic alliance-encompasses other forms of cooperation as well that are met in business activity, even down to the humble distributor or supplier agreement.
Commitment and trust are the key attitudes most strongly associated with success in alliances. No amount of energy and clear direction will compensate for their absence. And it should be noted that commitment can exist without trust and vice versa, but both are necessary for a lasting and stable relationship.
Strategic alliances, including JVs, collaborations, and consortia, are at base all about organizational learning, and should be structured towards that end. However, many other types of cooperation, such as networks or virtual corporations, are primarily about skill substitution-that is, Company A cooperates with Company B because it sees that its partner can exercise a particular skill better than it can.
Other forms of cooperative strategy, such as virtual organizations, networks, and outsourced corporations, are about capability substitution. Their strength lies in
their specialization, adaptability, and flexibility, but not necessarily in the learning opportunities they afford.
Cooperative enterprises do not do away with the need for intelligent purpose, a brain, and a central nervous (information) system if they are to achieve competitive advantage in relation to integrated corporations that more self-evidently have these characteristics.
To cooperate does not mean to allow all proprietary information to pass unchecked to the partner. As Richardson (1972) warns: 'Firms form partners for the dance but, when the music stops, they can change them.'
Issues of control need to be addressed, but more subtly than in hierarchies, as too great a degree of control in cooperative enterprises stifles innovation and motivation, and can lead to the breakdown of the cooperation.
A successful alliance is one that evolves into something more than was perhaps foreseen at the outset. Conscious attempts must be made to cause the alliance to develop if it is to attract the best people, and contribute most to the partner companies.
The interface between the two (and sometimes more) company cultures is the crucible of potential achievement. Sensitivity to each other's cultures is vital to effective joint operation. Its absence leads to a failed alliance, however great the potential economic synergies between the partners.
Information technology (IT) makes the task of coordinating cooperative strategy that much easier, but it cannot and must not be allowed to substitute for bonding between cooperating company executives.
These and other key lessons from the research behind this hook are developed in more detail in the chapters that follow.
Part I is concerned with the nature of cooperation and its role in strategy. Chapter 2 outlines the main perspectives from economics that contribute to an understanding of cooperative strategy. The theory of cooperative strategy is related to market-power theory, transaction-cost economics, agency theory, resource-based theory, transaction value theory, real options theory, and increasing-returns theory. Chapter 3 continues to address major theoretical models of cooperation, but from managerial and organizational perspectives, such as game theory, strategic-management theory, resource dependence, social network theory, and organizational theory. It summarizes the relevance of these theories and draws out the complementarities between them.
Cooperation depends on trust between partners. Chapter 4 presents the insights into trust that can be derived from psychological and sociological research. This identifies the factors on which trust can he based and through which it can develop. The first step is to find a basis on which the risks of depending on partners become mutually acceptable.
As the partners get to know more about each other, this improved understanding should breed further mutual confidence. Eventually, the cooperation may become firmly established on the basis of genuine personal friendships between the key participants. These elements in trust development can support the phases through which cooperation within an alliance can develop. The chapter closes with guidelines for developing trust within cooperative relationships between firms.
Part II is concerned with how cooperation between firms is established and the various forms it can take. Chapter 5 introduces the idea of an alliance process by which two firms find each other for a cooperative venture and discusses the principal motives behind a cooperative strategy. It considers the most common reasons for setting up a collaborative activity with a competitive or complementary firm. The various types of resource and skill deficiency are rated in relation to their importance as stimuli to cooperative activity. It is emphasized that it is not only competence vulnerabilities, but also the desire to spread risk and the need to reach markets fast, whilst 'windows of opportunity' last, that drive organizations to set up cooperative arrangements. Strategic, transaction-costreducing, and organizational learning motives for cooperative activity are compared and contrasted (Kogut 1988).
Chapter 6 considers the criteria to be highlighted in selecting a partner and deciding upon the appropriate form the alliance should take. Once a collaborative activity has been decided upon, it is necessary to find an appropriate partner. This chapter attempts to operationalize the strategic-fit/cultural-fit matrix. It emphasizes that the possible achievement of synergies through the use of complementary assets and competencies underlies the concept of strategic fit (Geringer 1991). It also draws the reader's attention to the need for intercultural sensitivity if the alliance is to succeed. The second half of the chapter considers the question of collaborative forms, and which one to select. The key characteristics of the various forms of cooperative activity are considered, as well as the circumstances in which each form is most appropriately adopted. In addition to the major strategic alliance forms of the joint venture, the collaboration and the consortium, the flexible nature of collaborative networks is discussed.
Chapter 7 addresses the question of how to negotiate in an alliance situation, and how to value your partner's and your own prospective contributions to the enterprise. It emphasizes that, whereas in a takeover situation, the negotiators are single-mindedly concerned to achieve the best price for their company-the highest or lowest price depending on the side of the negotiating table-this is not the case in an alliance. Unless both partners are concerned that the other has a good deal, the alliance will not prosper over time. A so-called win-win situation is sought. The problem of contribution valuation, however, is truly more an art than a science.
Chapter 8 looks at the strengths and limitations of network forms in greater detail. It considers the varied types of network that form the basis of much cooperative strategy. Networks are the loosest form of alliance between companies. At their weakest they represent a well-developed communication system within an industry that enables companies operating in that industry to keep abreast of developments. They are often crystallized in trade associations. In d stronger form they represent a ready-made band of would-be cooperating companies willing to tackle commercial
opportunities together without setting up formal links that may compromise the individuality of networking firms. Dominant-partner and equal-partner networks are compared and contrasted.
Chapter 9 addresses the concept of the IT-based virtual corporation in the information economy. The `Virtual Corporation' is the name for the network and F1'-orientated form of organization based around centers of excellence in particular competencies. It can be created very rapidly to meet specific, sometimes transitory, sets of circumstances. It can equally easily be dismantled and re-formed as circumstances and profit opportunities change. This new concept is discussed and its strengths and limitations assessed. Many strategic alliances demonstrate characteristics of the virtual corporation.
In Part III different aspects of the management of cooperative activity are reviewed. Chapter 10 discusses the general and overall management of alliances. It emphasizes that the management of alliances differs in its essential nature from that of unitary companies. The ability to give instructions is replaced by the need to seek areas of mutual agreement and to develop constituencies behind a course of action (Kanter 1989). It is noted that appropriate management styles will differ, particularly in the circumstances of a JV, which can be treated much like an ordinary company, and a collaboration, where a sensitive boundary-spanning mechanism is necessary.
Chapter 11 looks at control as an issue in cooperation. It recognizes that control is not possible in a complete sense in alliances because of the consensual nature of alliance activities, but also that some control by each partner is necessary if the partners are not going to feel themselves to he in the hands of total uncertainty. The importance therefore is to specify controls that are at once clear yet flexible.
Chapter 12 addresses the issue of alliance corporate governance, which has been relatively neglected in the literature on alliances. The question of corporate governance arises particularly with equity JVs in which parent companies as owners appoint managers to run the ventures as their agents. This chapter suggests key elements in an analysis of JV governance, focusing on partner preferences. It adopts a broad definition of corporate governance as the process of control over and within the firm (i.e. the JV) that aims to reduce risks to its owners and to ensure that its activities bring a stream of acceptable returns to those owners in the long term.
Chapter 13 deals with organizational learning. It discusses the role of organizational learning in all its aspects as a primary driver in cooperative activity. It distinguishes different forms of learning in alliances, including learning about, from, and with an alliance partner. Learning is divided into technical, systemic, and strategic components and the implications of these distinctions for alliances are identified. Particular attention is given to the mechanisms and policies that help promote and transmit learning within alliances.
Chapter 14 addresses the specific area of human resources. It considers some of the key human resource issues that arise when personnel from different countries and different cultures are brought to work together in a new collaborative environment. The building of local management teams, the nature of training, and the role of the international manager are discussed, as is the role of human resource management (FIRM) as a tool of control within alliances.
Chapter 15 is concerned with culture. It is now widely recognized that one of the most common reasons for the failure of alliances is the clash of the partners' contrasting company cultures. These can be reinforced by differences between national cultures in an international alliance. Yet there is evidence to suggest that the issue of cultural congruence is not high on the checklist of companies seeking partners. The chapter discusses the nature of cultural differences and how they can present barriers to performance and to bonding. It also considers measures to overcome such problems. The chapter deals in particular with two distinct forms of potential cultural problem-that between two partners from the developed world, and that between a developed world company and a partner from the developing world such as China, Central and Eastern Europe, and Latin America. In discussing these collaborative configurations, the 'culture problem' will be assessed in its broader institutional context.
Chapter 16 looks more specifically at how to manage cooperative strategy in relation to emerging economies. Cooperation between companies in developed and emerging economies is a particularly fast-expanding feature of global business relationships. The chap-ter discusses this issue with particular reference to Brazil, China, and India, and seeks to identify ways in which such collaborations differ from those between firms that are both in developed countries.
Part IV addresses the question of how cooperative activity can achieve positive performance, however defined, and he helped to evolve through time. Chapter 17 examines the issue of alliance performance. Unlike unitary forms of business organization, alliances, whether formal or informal, often face differing objectives and so find success and failure difficult to assess. Objectives may be less economic in scope than for other organizations, payoffs may be indirect through influences on other organizations, and economic performance is seldom reported directly. These considerations make both academic study and practical oversight difficult and challenging.
Chapter 18 emphasizes the importance of the role of evolution in the success of alliances. This implies the growth of the alliance in terms of new projects and new responsibilities. It is maintained that all alliances suffer potentially from entropy (Thorelli 1986), and that, unless the bonds brought about by the creation of the cooperative activity are constantly attended to and strengthened, there is an ever-present risk that the alliance will decline in importance to the partners, attract mediocre staff, and steadily become marginalized in the partners' priorities.
Chapter 19 presents some closing reflections on the ways in which progress needs to he made in bringing cooperative strategy further into the mainstream of management thinking. It gives reasons why cooperation between organizations is increasingly appropriate for operating in a complex global competitive economy.
As a whole, the hook provides a broad view of the practical and theoretical literature concerning cooperative strategies and the alliance and network organizational forms that are the outcome of these strategies. While based on the research of the authors and representing their views of cooperation, it summarizes and evaluates the work of many other authors as well. It is tied to the academic literature, but is also grounded in cases developed by the authors and others and addresses practical issues of alliance management as well as alliance studies. It can he and has been, used as a textbook in MBA and executive programs.
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A Cross-Cultural Reference of Business Practices in a New Korea
Eun Young Kim
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover
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Korean Business Etiquette: The Cultural Values And Attitudes That Make Up The Korean Business Personality
ASIN: 1567200192 |
Book Description
Korea has been going through major changes since 1992, including a civilian government, opening of financial markets, restructuring of chaebols, changing roles of women, and new relations with North Korea. There have also been cultural changes which reflect on the Korean way of doing business and of living. The knowledge and skills for coping with these changes need to be mastered by those who want to interact with Koreans. The need for interpersonal relationships and good communication should be emphasized. Case studies and examples are used to illustrate effective transcultural management and communications. This is a reference to understanding changing cultures and business practices in Korea for scholars, and a comprehensive guide to Korean business practice, protocol, and communications styles for professionals. Western professionals doing business in Korea will find this material important in their business operations, communications, and interpersonal relations with Koreans. Other Asian business professionals will find the work useful in providing an insight to both the Western and Korean cultures. Scholars and students in Asian studies, Korean studies, and international business areas will find beneficial information.
Customer Reviews:
Encounting new culture.......2002-06-23
You start the business in South Korea but you don¡¯t know how to discuss the contract with your Korean partner? You are a foreigner working for a Korean company and don¡¯t know how to get along with your new colleagues? Then this is a book for you. The author, Eun Young Kim, is of Korean origin recently working in a cross-cultural consulting company in Texas. Using both her domestic and international experience she is just the right persone to eximine the problems connected with cross-cultural intercourse.
The book consists of 3 main parts.
The first part introduces the country, provides basic information on Korean political and economical situation. It presents Korean culture, while paying a special attention to traditional values of Korean society, sex and family roles, food and leisure habits, and its evolution in the changing society.
The second and third parts deals essentially with doing business in Korea. What is particulary nice about this book is that it not simply depict the problem, indeed, it is full of useful tips. For example, in the chapter 6 "Working through the Korean System" the author talks about different perceptions of contract that exist in Korean and American business cultures. But she also provides the reader with advice on prevention of possible problems while discussing the terms and conditions of the agreement.
The book is well written and the organization of paper makes the reading smooth and pleasant. It can be used as a reference book for businessmen or a interesting reading for all foreigners planning to stay in the Republic of Korea.
A few generalisations and sometimes vague statements are minor shortcomings of this book. The historical part requires some basic knowledge of Korean history, so if used as a text book it would be reasonal to use additional resources.
The complete and conclusive research of a society as quickly changing as Korean is very unlikely to be ever published. However this book can be a reliable source of information and of a great help for everyone interested in encounting Korean culture.
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