Partnership and Collaboarative Working

2012
2012

Partnership and Collaborative working
Edward James Bourke
11033754

Module number: BE0964
Module tutor : Glenn Steel
MSc. Project Management
Northumbria University
Module number: BE0964
Module tutor : Glenn Steel
MSc. Project Management
Northumbria University

Table of Contents 1.0. Executive Summary 3 2.0. Critical Analysis of the LoJack-MircoLogic alliance 4 2.1. Relational Actors 4 2.2. Relational Objectives 5 Learning 5 Leaning 6 Leveraging 6 2.3. Relational Factors 6 2.4 Relational Arrangements 7 3.0 Was the strategic alliance a success of failure? 7 3.1. Leadership 7 3.2. Trust 8 3.3. Learning 8 3.4. Managing performance 9 4.0 Private sector vs. Public sector alliances. 9 4.1. Barriers to effective public sector partnerships 10 4.2. Importance of trust 10 5.0. Conclusions 11 6.0. Appendices 12 7.0. References 13

1.0. Executive Summary
There are numerous contributing factors that define why an alliance will be created whether within the private or public sector. The case study of LoJack-MicroLogic will be analysed in reference to the private sector to determine whether it can be deemed a success or failure. Relevant frameworks and concepts will be utilised to help make a judgement that will be enforced by various academic theory.
Even with the distinct differences that can be indentified when comparing the private with public sector alliances, one similarity will always be present and that is the concept of synergy. As an idea it is something all alliances will hope to achieve, in producing a performance that would not be attainable individually. It is clearly evident in the LoJack-MicroLogic case study but also apparent in public sector examples studied.
The analysis of the case study has showed that the LoJack-MicroLogic alliance was a success. However the relationship did begin to deteriorate as LoJack became more accomplished and the balance of power began to shift in their

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