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
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
References: Bachmann, R. (2001), ‘Trust, Power and Control in Trans-Organizational Relations’, Organization Studies, 22(3), pp 337-365. Brinkerhoff, J, M. (2002) Partnership for International Development. Rhetoric or Results? London: Lynne Rienner Publishers Brouthers, K & Wilkinson, E De Wit, B & Meyer, R. (2010) Strategy: process, content, context and international perspective. 4th edn. Minneapolis: West publishing company. Diamond, J. (2002), ‘Strategies to resolve conflict in partnerships: reflections on UK urban Regeneration, The International Journal of Public Sector Management’, 15(4), pp Dyson, R, G. & O’Brien, F, A (1998) Strategy development: Methods and models. Chichester: Wiley & Sons Ltd Grant, R Gultari, R. (1998) ‘Alliances and networks’. Strategic Management Journal, 19(4), pp 293-317. Kauser, S. & Shaw, V. 2004 ‘The influence of behavioural and organisational characteristics on the success of international strategic alliances ', International Marketing Review‖, vol. 21, no. 1, pp. 17-54. Klijn, E, H. & Teisman, G, R. (2003). ‘Institutional and Strategic Barriers to Public -Private Partnerships: An Analysis of Dutch Cases’, Public Money and Management, 20(2) pp. Maddock, S. (2002), ‘Making modernization work: new narratives, change strategies and people management in the public sector’, The International Journal of Public Sector Management,