Examining Factors Shaping Best Practice in Management of Strategic Alliances
by Richard Dealtry
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Purpose
This article takes a further step forward in examining those important business factors that will shape the future of best practice in the quality management of internal and external strategic alliances. Design/methodology/approach.
It presents a speculative scenario on the future of strategic alliances in education, training, development and business inspired learning by applying information and data from well established professional alliance management sources as the underpinning context for its guidelines
Findings
There have been, and still are, many different attempts being made by business and academic institutions to set-up working relationships that are intended to work well for both parties. These relationships travel under various tiles with the term Partnership being the most common.
Problems of sustainability and/or quality of outcomes are prevalent as a result of the alliance management perspective being taken on a limited understanding of the total relationship dynamics for success; a too narrow a perspective on what dynamics have to be managed. Models for success are, however, readily available.
Research limitations/implications
In the broader context there is a wealth of research, best practice and practical experience in the field of strategic alliance management. iPCo current research is therefore focused on how this professional resource and experience can be adopted to provide a quality framework of management practice that will enable business management to ensure that they make the right choices in the selection and construction of their strategic learning relationships both internally and externally
Originality/value
The need for major innovations in the management of lifelong training and learning is now well established. Trying to achieve the successful implementation of these developments on a piecemeal basis has, however, proved to be an unrewarding process for many managers. The inertia of large institutional bodies and the ‘not invented here’ syndrome has proved to slow-down or side-line major innovations.
Knowing the size of the problem in each situation and how to deal with it effectively and efficiently at the right level is now one of the main strategic imperatives for corporate university managers.
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Research Reports:
- Frequently asked questions with reference to the corporate university
- Case research into corporate university developments
- Case research into the evolution of a corporate university development process
- Envisioning development
- ECUANET – European Corporate Academies Transnational Best Practice Network
- Interim reflections on the corporate university and SME academy business development innovation and its diffusion
- Moving towards optimising demand-led learning – the 2005-2007 ECUANET Leonardo Da Vinci project
Strategic Management:
- Strategic directions in the management of the corporate university paradigm
- Managing intellectual leadership in corporate value
- The real-time corporate university becomes a reality
- The savvy learner
- Integrating programme and process performance QA
- Global corporate priorities and demand-led strategies
Managing Design Parameters:
- Managing the corporate university learning curve
- Establishing a methodology for appraising the strategic potential of the corporate university
- Configuring the corporate university – managing a portfolio of thinking schools
- How to configure the corporate university for success
- Issues relating to learning accreditation in corporate university management
- Design and management of an organization’s lifelong learning curriculum
Best Practice Management:
- Engendering corporate scholarship for top level management performance
- Managing the transition to the corporate university – a synthesis of client research
- Managing the issue of learning relevance in the formulation of corporate learning strategies
- Managing the corporate university watershed
- The new generation of corporate universities – co-creating sustainable enterprise and business development solutions
- The corporate university’s role in managing an epoch in learning organization innovation
- Configuring the structure and administration of learning management
- Exploration of a contextual management framework for strategic learning alliances
- Hunting goodwill along the intellectual equity trail