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The development of partnerships with industry
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Introduction
Back to Basics
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What is Partnership?
•“Purposive strategic relationships between independent firms who share compatible goals, strive for mutual benefit, and acknowledge a high level of mutual interdependence”
Mohr and Spekman (1994)
•Strategic alliance – “a co-operative partnership between two or more organisations formed to create competitive
opportunities for their mutual advantage” Hefner (1994)
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Strategic Fit
• A shared vision• Compatibility of strategies• Importance of the strategic alliance to each
partner• Mutual dependency• Added value to the partners
Duoma et al (2000)
But……up to 60% of alliances fail Spekman et al (1996)
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“the seeds of alliance tension and instabilities have been sown from the start when the alliance partners fail to recognise a mismatch in their strategic intents”.
Koza and Lewin (2000)
“strong interpersonal relationships can sometimes make partnerships vulnerable to failure” Adobor (2006)
“informal understanding, based on trust, often proves to be a more powerful factor in determining how the collaboration works out”
Child (2001)
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The Importance of Trust
“Trust is one of the most important success factors in inter-organisational alliances” Seppanen et al (2007)
Trust may result from– membership of the same social group– past experience– institutions– contracts, qualifications & guarantees
Often based on assessments of the other partner’s ability, competence and motivation Child (2001)
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Resolving Conflict
• “The manner in which partners resolve conflict has implications for partnership success”
Mohr and Spekman (1994)
• Lessons• Managing vs Resolving conflict• Disagreements will be magnified at subsequent layers• Joint problem solving can lead to a mutually satisfactory solution• Communication problems accounted for over 50% of the
relationship problems
• “The art of partnership is to gain cooperation in a situation of shared control”
Mohr and Spekman (1994)
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Successful Partnerships
• Trust• Clarity of vision• Willingness to coordinate activities• Ability to convey a sense of commitment to the
relationship• Quality of communication
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Trust
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Definitions
• Expectation that an organisation or individual will:– Fulfil obligations– Behave predictably– Behave fairly when they could be opportunistic
• Or is it a belief?
Zaheer et al, 1998
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Definitions
• Knowing I need not worry– Being able to rely on people– To have their support– To work together towards a shared aim– To know what they say is what they mean
• Linked to faith and belief
Couchman 2007
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How does it work
• Integrity, being open and honest• Good communications• Reliable and predicable• Respect• Fulfil promises• Own up to mistakes• Reinforced by behaviour• Identify a common purpose/aim
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The perils of trust breaking down
• Feelings of betrayal (even grief) have negative power
• Unpleasant for individuals involved• Retaliation/sabotage• Resorting to legal redress• Negative word of mouth• The good things not planned are not achieved
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Thanks to
• Robert LaprickDeputy Chief Executive, Mary Rose TrustStudent with Learning at Work (Partnership Program)
• Sue Couchman Consultant with West Sussex County Council Student with Portsmouth Business School
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Trust in Academic Standards• Professional• Impartial• Judgement
• Qualifications• Publications• Knowledge• Skills
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The development of partnerships with industry
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The development of partnerships with industry
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The development of partnerships with industry
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The development of partnerships with industry
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The development of partnerships with industry
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The development of partnerships with industry
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The development of partnerships with industry
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The development of partnerships with industry
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The development of partnerships with industry
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