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Exhibit 8.6: Selected Questions for a Strategic-Alliance Agreement

Exhibit 8.6: Selected Questions for a Strategic-Alliance Agreement

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Organizational Design in

Strategic Alliances

••

••

••



Depends

Depends on

on the

the type

type ofof alliance

alliance chosen

chosen

Informal

Informal ICAs

ICAs often

often have

have no

no formal

formal design

design issues

issues

Formal

Formal ICAs

ICAs may

may require

require separate

separate organization

organization unit

unit

housed

housed inin one

one company

company

•• IJV—Parent

IJV—Parent companies

companies set

set up

up separate

separate legal

legal entity

entity



Copyrightâ 2005 South-Western/Thomson Learning All rights reserved



Decision-making Control

Majority

Majority ownership

ownership does

does not

not necessarily

necessarily control

control

•• Operational

Operational decisions

decisions

•• Strategic

Strategic decisions

decisions

•• InIn IJVs,

IJVs, strategic

strategic decision

decision making

making takes

takes place

place atat the

the

level

level ofof IJV’s

IJV’s board

board ofof directors

directors or

or top

top management.

management.



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Management Structures

•• Dominant

Dominant parent:

parent: controls

controls or

or dominates

dominates strategic

strategic

decision

decision making

making

•• Often

Often has

has majority

majority ownership

ownership

•• Treats

Treats the

the IJV

IJV as

as wholly

wholly owned

owned subsidiary

subsidiary

•• Shared

Shared management:

management: both

both parent

parent companies

companies

contribute

contribute approximately

approximately the

the same

same number

number ofof

managers

managers toto the

the alliance

alliance organization

organization

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Management Structures

•• Split

Split control

control management

management control:

control: partners

partners usually

usually

share

share strategic

strategic decision

decision making

making and

and split

split functional

functional

decision

decision making

making

•• Independent

Independent management

management structure:

structure: alliance

alliance

managers

managers act

act more

more like

like managers

managers from

from aa separate

separate

company

company

•• IJVs

IJVs often

often recruit

recruit managers

managers from

from outside

outside the

the parent

parent

companies

companies

Copyright© 2005 South-Western/Thomson Learning All rights reserved



Management Structures

•• Rotating

Rotating management:

management: key

key positions

positions rotate

rotate among

among

partners

partners

•• Popular

Popular inin developing

developing countries

countries

Trains

Trains management

management talent

talent and

and transfers

transfers expertise

expertise



Copyrightâ 2005 South-Western/Thomson Learning All rights reserved



Choosing a Strategic Alliance

Management Structure

•• IfIf partners

partners have

have similar

similar technologies

technologies or

or know-how

know-how and

and

contribute

contribute equally

equally

•• Shared

Shared management

management structure

structure preferred

preferred

•• IfIf partners

partners have

have different

different technologies

technologies but

but contribute

contribute

equally

equally

•• Split

Split management

management structure

structure preferred

preferred

•• IfIf one

one partner

partner has

has dominant

dominant equity

equity position

position

•• Dominant

Dominant management

management structure

structure more

more likely

likely

Copyright© 2005 South-Western/Thomson Learning All rights reserved



Human Resource Management

in Strategic Alliances

•• HRM

HRM functions

functions include

include recruiting

recruiting and

and staffing

staffing for

for

alliance

alliance positions

positions

•• The

The HRM

HRM functions

functions ofof an

an IJV

IJV are

are more

more complex

complex

•• Managers

Managers (and

(and sometimes

sometimes workers)

workers) come

come from

from two

two

or

or more

more firms

firms or

or from

from two

two or

or more

more cultures

cultures



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Critical HRM Problems and

Issues

•• HRM

HRM planning:

planning: Employees

Employees need

need toto know

know strategic

strategic

intent

intent ofof alliance.

alliance.

•• Parent

Parent involvement:

involvement:As

As alliances

alliances get

get older

older and

and larger,

larger,

they

they tend

tend toto develop

develop their

their own

own HRM

HRM practices.

practices.

•• Staffing

Staffing the

the alliance

alliance management

management and

and technical

technical

personnel—crucial

personnel—crucial and

and risky

risky decision

decision



Copyright© 2005 South-Western/Thomson Learning All rights reserved



Critical HRM Problems and

Issues

••

••

••



Staffing

Staffing the

the alliance

alliance workforce

workforce

Assigning

Assigning managers

managers strategic

strategic or

or operations

operations tasks

tasks

Performance

Performance assessment—needed

assessment—needed for

for retention,

retention,

promotion

promotion and

and salary

salary decisions

decisions

•• Loyalty—managers

Loyalty—managers may

may often

often feel

feel dual

dual loyalty

loyalty

•• To

To parent

parent and

and toto alliance

alliance



Copyrightâ 2005 South-Western/Thomson Learning All rights reserved



Critical HRM Problems and

Issues

Career

Career development—must

development—must provide

provide clear

clear information

information

on

on how

how alliance

alliance assignments

assignments fitfit within

within careers

careers

Cultural

Cultural differences

differences

Training

Training



Copyrightâ 2005 South-Western/Thomson Learning All rights reserved



Exhibit 8.7: HRM Issues in

Strategic Alliances



Copyright© 2005 South-Western/Thomson Learning All rights reserved



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Exhibit 8.6: Selected Questions for a Strategic-Alliance Agreement

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