This assignment is divided into TWO different parts and should be handled as such, with each part with its abstract main body, conclusion and reference.(please check that the plagiarism level 0%)
Readings
• Das, T. K., & Kumar, R. (2010). Interpretive schemes in cross-national alliances: Managing conflicts and discrepancies. Cross Cultural Management: An International Journal, 17(2), 154–169.
Retrieved from the Walden Library databases.
The purpose of this paper is to propose a framework for understanding how alliance partners interpret alliance functioning and how these interpretations shape their subsequent behaviors. The authors also discuss how interpretive schemes in cross-national strategic alliances impact upon the management of the problems arising from the cultural conflicts and discrepancies inherent in such alliances.
• Euchner, J. (2010). Two flavors of open innovation. Research Technology Management, 53(4), 7–8.
Retrieved from the Walden Library databases.
Henry Chesbrough defined open innovation as breaking down the boundaries of the corporation so that valuable ideas can come from inside or outside the company and can go to market from inside or outside the company, as well. Open-source innovation requires three large changes in corporate innovation thinking, each of which is difficult. Open-source approaches to innovation require business models that can survive in a more open world.
• Hutzschenreuter, T., & Horstkotte, J. (2010). Knowledge transfer to partners: A firm level perspective. Journal of Knowledge Management, 14(3), 428–448.
Retrieved from the Walden Library databases.
Firms at the center of an organizational network may benefit from educating and building up competencies of their partners. For that reason, centers often seek to transfer knowledge from the center to partner firms. This paper seeks to analyze this managerial mechanism to decide what knowledge to transfer to what partners.
• Peng, T. (2011). Resource fit in inter-firm partnership: Intellectual capital perspective. Journal of Intellectual Capital, 12(1), 20–42.
Retrieved from the Walden Library databases.
Previous studies on strategic alliance and network have not paid sufficient attention to resource fit based on intellectual capital perspective. This study aims at understanding the input resources and transformation in a dyadic inter-firm partnership, given different types of value logics.
• Wilhelm, M., & Kohlbacher, F. (2011). Co-opetition and knowledge co-creation in Japanese supplier networks: The case of Toyota. Asian Business and Management, 10(1), 66–86.
Retrieved from the Walden Library databases.
This article examines how knowledge co-creation takes place within the Toyota network. By examining the role of co-operation as well as competition in an in-depth case study, our study moves beyond the concept of knowledge sharing towards a theory of knowledge co-creation with suppliers.
• Gupta, A., & Wang, H. (2011). Partnering up the smart way. South China Morning Post Ltd., Business, B6.
Gupta, A., & Wang, H. (2011, August 27). Partnering up the smart way. South China Morning Post, B6. Used by permission of Senior Manager of Content Resources, Estella Liang.
More than half of business alliances fail within 24 months. To avoid that, define charters narrowly, pick partners with low conflict risk, let strategic logic drive decisions and be mindful of the relationship.
• Johnson, S. (2012). Smaller is better for outsourcing market. CFO. Retrieved from
http://www3.cfo.com/article/2012/1/supply-chain_outsourcing-smaller-contracts-bpo
Since the peak of the financial crisis, when companies put many projects on hold, they have apparently found smaller to be better. The trend toward smaller contracts will likely continue, particularly in the United States, where businesses have long been accustomed to using outside service providers.
• Part 1
Post a cohesive and scholarly response based on your readings and research this week that addresses the following:
• Conduct additional research to analyze the dynamics of cooperation and competition in future business environments.
o From your research, discuss specific ideas or concepts regarding what proactive role can the HR department serve in helping the C-suite think about balancing competition and cooperation?
o Does cooperation/competition require equal resources from all partners?
? How are the decisions made about the levels of resources committed by each partner?
? If there is a wide disparity in net worth or market share of the partners, is it reasonable to expect each to commit the same percentage of resources?
o How are conflicts around cooperation and competition anticipated, planned for, and resolved by the HR department?
Part 2
To complete this Assignment, respond to the following in a 3- to 4-page paper:
• Analyze factors that may drive cross-cultural business alliances.
o What role if any should the 5Cs play in considering a cross-cultural business partnership?
? Do any of them weigh more heavily on the decision to form the partnership? Why or why not? Explain your reasoning.
o In cross-cultural partnerships, how can HR advise the C-suite prior to an agreement?
• Bearing in mind the Gupta and Wang article and your own research, what specific advice would you, as an HR executive, give to the C-suite of a U.S. company considering a partnership with a Chinese firm?
• Evaluate the role of HR in partnering decisions.
o Should HR specifically recommend partnerships, or simply perform due diligence prior to an agreement?
o What specific types of information relative to potential partners should HR assess and share with the C-suite?
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