工商管理专业MBALectureLectu(4).ppt

Networks: Collaborative Advantage,Dr Ita ODonovan Lecture Seven,1,Collaboration : often used to describe people working together to achieve a common aim. e.g. A collaborative research project at a university. However our concern is with collaboration between organisations,Collaboration,2,Collaborative arrangements are there for all to see they include: Strategic alliances; joint ventures; public private partnerships; Co-ordinated service delivery; supply chain agreements; joint marketing arrangements; research and development partnerships etc. Public and voluntary sectors have many examples as well, from joint delivery of services, co-ordinated delivery of services ; partnerships to tackle social care issues to economic development.,Collaboration is happening,3,INTEREST In the Strategy Making Process Observers Players Indifferent Independent,Thinking about stakeholders,Perceived POWER in relation to the strategy realisation of the strategy making organisation,4,Indifferent: two factors here minimal interest in the strategic future of the organisation and a perceived lack of power to influence the future Players: have a clear interest in the strategic behaviour of the organisation. Capable of helping hindering. Some of their power comes form their interest in what is going on. Observing: those in observing mode have a clear interest in the strategy making but do not believe they have the influence the outcome. Independent: they have no interest in the strategy but do have the power to influence the success of the strategy making,Categories of organisations or people in relation to power and interest,5,INTEREST In the Strategy Making organisation Stakeholders Subjects Players Unaffected Crowd Leaders (context setters) bystanders actors,Stakeholders and collaborative formation,6,Perceived Power in relation To strategy realisation of the strategy making organisation,Stakeholders: are the subjects and the players Actors: who have the power to act in a way which has impact on the future of the strategy making organisation are both Players and Leaders of the context. Without other considerations, an organisation must pay attention to all actors. Leaders of context setting are outside the organisation but they way they act can fundamentally affect the strategy. Example would be a peace process where the key parties are involved in collaborating for peace, but another countrys behaviour affects the peace process. Subjects/Players: In some cases it may be that the strategy needs to consider helping subjects to become players so that the collaboration would be more sustainable in the long term. Equally consider how Leaders might become players.,Explanation of slide 6,7,Turbulence in the Environment, organisations are not independent of the environment in which they operate, when there is turbulence in that environment the likelihood of collaboration is higher. Put another way the market may not be behaving in a way conducive for businesses. Solving this disturbance may require collaboration among firms. Gray, B and Wood, D.J. (1991) Collaborative Alliances: moving from practice to theory Journal of Applied Behavioral Science, 27(1): 3-22 Gray, B. (1989) Collaborating: finding Common Ground for Multi-Party Problems. San Francisco: Jossey Bass. Indentified the following seven factors that have propelled businesses, governments, non-profit agencies and interest groups to collaborate.,Conditions for Collaboration,8,Rapid economic and technological change A declining growth rate and competitive pressures Global interdependence Blurred boundaries among business, government and labour Shrinking federal revenues for social programmes Dissatisfaction with the judicial process for solving complex problems Differing perceptions of environmental risk,Grays seven factors,9,Incentives,Collaborative responses, impact,10,Design Process for Collaboration,11,A problem- setting phase in which convening the appropriate stakeholders and getting commitment to collaborate is crucial A direction setting phase in which the stakeholders explore the problem in depth and reach agreement about alternatives An implementation phase in which steps to ensure follow-through on the agreement are taken if the collaboration is a collective strategy or a negotiated settlement An evaluation and review phase in which regular review, assessment and reporting takes place in a transparent manner on the collaboration. Please be aware that these are not always discrete phases, their can be overlap and recycling of issues dependent on culture and progress of the collaboration.,The process of collaborative formation,12,Essential Reading Chapter Seven :Network level Strategy in De Wit and Meyer Assignment Group A to read and present summary of reading 7.1. Group B to read and present summary of reading 7.2. Group C to read and present summary of reading 7.3 Group D to read and present summary of reading 7.4 Summary needs to give key points and why they are important in networking .,Exercise Lecture Seven,13,Weidenbaum, M and Hughes,S. (1996) The Bamboo Network: How Expatriate Chinese Entrepreneurs are creating a New Eco