Cultural Issues in Strategic Alliances (2009)
Strategic Alliances – The purpose of this dissertation is to look at the concept of strategic alliances, in the context of factors that contribute to the possibility of success in the alliance. The intention is, first of all, to attempt to define the concept of a strategic alliance in comparison to other forms of collaboration and in connection with the necessity for an appropriate corporate strategy. The second aim is to identify some of the key issues that affect the performance and overall success of such an alliance.
These are identified from the relevant literature and then compared with a strategic alliance case study to examine whether they reflect or conflict with the case example. Since it would be impracticable to discuss all the factors that affect the success of a strategic alliance, the emphasis is placed on the broad cultural factors that play a less quantifiable, but equally crucial role in the success or failure of strategic alliances. The example used is the Honda-Rover alliance, as a great deal of information was available.
The author was also able to interview the former director of Business Strategy at Rover, Mr. W.J. Bacchus, who was also responsible for the management of the Honda-Rover alliance. In many ways, a strategic alliance is like a marriage, which can be summed up by the following quote! “My Definition of Marriage – it resembles a pair of shears, so joined that they cannot be separated, often moving in opposite directions, yet always punishing anyone who comes between them”.
The fast move towards globalisation of the world economy, and the resource requirements needed to remain competitive, are the two major overarching factors that are forcing organisations to consider how best to compete with global competition, and particularly on a global scale. Ironically enough, one of the best ways to remain competitive can often be to ‘team up’ with a competitor or competitors, so that the collaboration of resources gives the joint organisations a better competitive edge in the hotly contested global market.
- 12,500 words – 62 pages
- Good use of literature
- Well written throughout
- Ideal for business student
1: Literature Review
Strategy and Strategic Alliances
The Elements of Strategy
2: What is a Strategic Alliance?
3: Types of Strategic Alliances – Variations on a Theme
Ad Hoc Pool Alliances
Shared- Supply Alliances
4: Reasons for Strategic Alliances
5: Culture and its Influence on Strategic Alliances
What is Culture?
The Layers of Culture
Religion as a part of Culture
The Four Dimensions of National Culture
The Six Dimensions of Cultural Differences in Organisations
6: Strategic and Cultural Fit in Alliances
7: Research Methodology
8: Findings and Evaluation of Primary and Secondary Research
A Short History of the Honda-Rover Alliance
The Honda-Rover Strategic Alliance
Cultural Fit as an Element of a Strategic Alliance
Learning from Honda
The Design and Development Process
Supply Chain Management
Human Resource Structures & Techniques
Cooperation at a Higher Organisational Level
Learning From Rover
Marketing Research and Certification Requirements in Europe
Supplier and Manufacturing Networks in Europe
9: Summary and Conclusions
Summary – A Strategic Success?