Balanced Assessment of the Business Partner’s Potential: Three-step Selection Procedure for the Sustainable Development of the Strategic Alliance
Journal Title: Journal of Corporate Responsibility and Leadership - Year 2016, Vol 0, Issue 0
Abstract
Negotiating a strategic alliance agreement is one of the essential determinants of the success of the entire agreement, and it is also the logical conclusion of the whole building process of the strategic alliance. At the same time, already at this step there is the relationships building process between partners and the need to further maintaining of the alliance. Therefore, a special attention should be paid to the negotiating process of a strategic agreement, conditioning the effectiveness of alliance management in the future as well as the scope and quality of relations between the allies. In fact in this phase of the strategic agreement takes place establishing the common strategy, which in turn determines the friendly start of the future cooperation. The aim of this study is to identify the key factors that determine building and sustaining friendly relations between enterprises and at the same time determine the success of the whole alliance. Considerations were based on the analysis of literature describing the theoretical framework of strategic alliances creation as well as business practices in this area. This allowed to propose a three-step process of selecting the potential company to the alliance, taking into account the profile analysis of the future ally, assessment of its resources and cultural and strategic fit. These issues make possible to ensure the sustainable development of the planned alliance and the success of partners companies. The selection and negotiations process is crucial in maintaining lasting relationships with the allies. It should be foreseen whether the planned cooperation will not hinder or even prevent the alliance continuation in the future, or will cause unwillingness to enter into other cooperative agreements because of the mismatch of strategic partners or excessive cultural differences, and thus ineffective functioning of the alliance in the future.
Authors and Affiliations
Rafał Drewniak
Keywords
Related Articles
- EP ID EP169927
- DOI http://dx.doi.org/10.12775/JCRL.2016.014
- Views 93
- Downloads 0
Diversity Management Instruments in Polish Organisations
Purpose: Although diversity management as a concept and a term has been used since the 1980s, it is still a relatively seldom-used strategy in Polish organisations. As previous research shows, organisations define and im...
Corporate Social Responsibility in Large and Medium-sized Companies in Poland
The paper aims to confront views on the CSR concept with the actual activities undertaken in this area by the large and medium-sized companies in Poland. The paper is enriched by the presentation of consumer opinions on...
Accounting Books as a Source of Information and the Basis for Civil Liability
Purpose: The aim of the paper is to present inconsistencies in kemping accounting books and legal effects concerning dishonest keeping or not keeping accounting books. Design/methodology/approach: Analysis of legal acts...
CSR Maturity Model – Theoretical Framework
The article presents the author’s model of maturity of corporate social responsibility, which covers two main dimensions: cultural and strategic, and five levels of maturity. Each dimension contains a number of character...
Sustainable Enterprise and Sustainable Organisation: Mapping the Research Field with Keywords Analysis
The aim of the paper is to identify the key research topics and to contribute to mapping the research on the concepts of a sustainable enterprise and a sustainable organisation. The publications included in both researc...