Joint Ven
tures
Introduction……………………………………………………………………………….…4
Literature Review……………………………………………………………………………..5 How start-up stages are managed that determines alliance success……………..….5 Early stages of ventures are fraught with ambiguity and uncertainty………….….5 Managers emphasize technical/legal over people issues……………………………8
Results and Discussion………………………………………………………………………9
Conclusion……………………………………………………………………………..……13
Reference List…………………………………………………………………………….....14
Abstract
Recent surveys show that highly successful global organizations consider strategic alliances are necessary to enhance their competitive strategies. However, the barriers to successful joint ventures and international collaborations are challenging. In many cases, these barriers emerge during the start-up stages of an alliance. The objective of this paper is to identify and analyze the different types of challenges the organizations should evaluate during the early stage of their alliances. It is based on a literature survey and the findings of Canadian high technology industry. The study shows that the key challenges in the first year of joint ventures/international collaboration relates to relationship issues, which arise between the partners. It recommends stronger focus on these issues while designing and implementing a joint venture or collaboration. The paper concludes with suggestions to build an effective and long lasting working relationship between partners.
Introduction Global companies actively search new possibilities to create and sustain a competitive edge in today’s business environment in which the capabilities to adapt and respond are crucial for survival. Interestingly, this method of search necessitates a radical rethinking of business models and organizational boundaries. The traditional go-it-alone business model has now become stagnant even for the best
Introduction……………………………………………………………………………….…4
Literature Review……………………………………………………………………………..5 How start-up stages are managed that determines alliance success……………..….5 Early stages of ventures are fraught with ambiguity and uncertainty………….….5 Managers emphasize technical/legal over people issues……………………………8
Results and Discussion………………………………………………………………………9
Conclusion……………………………………………………………………………..……13
Reference List…………………………………………………………………………….....14
Abstract
Recent surveys show that highly successful global organizations consider strategic alliances are necessary to enhance their competitive strategies. However, the barriers to successful joint ventures and international collaborations are challenging. In many cases, these barriers emerge during the start-up stages of an alliance. The objective of this paper is to identify and analyze the different types of challenges the organizations should evaluate during the early stage of their alliances. It is based on a literature survey and the findings of Canadian high technology industry. The study shows that the key challenges in the first year of joint ventures/international collaboration relates to relationship issues, which arise between the partners. It recommends stronger focus on these issues while designing and implementing a joint venture or collaboration. The paper concludes with suggestions to build an effective and long lasting working relationship between partners.
Introduction Global companies actively search new possibilities to create and sustain a competitive edge in today’s business environment in which the capabilities to adapt and respond are crucial for survival. Interestingly, this method of search necessitates a radical rethinking of business models and organizational boundaries. The traditional go-it-alone business model has now become stagnant even for the best