Multinational Strategic Alliances

By Robert J. Mockler | Go to book overview

5
Making Multinational Strategic
Alliances Work: Management
Staffing, Organizing and
Leading

While multinational strategic alliances offer obvious benefits, they can be difficult to implement effectively. Multinational alliances may involve sizeable geographic distances, diverse market needs and competition, changing environments and a wide range of unanticipated circumstances. Many people can be involved, as can differing cultures and company objectives. They may also require coordinating diverse business systems.

Essentially, alliance implementation requires doing whatever is necessary to get the job done, within well-defined legal, moral, ethical and business guidelines, a key strategic leadership and management activity as outlined in Figure 5.1. Given the nature of strategic alliances, entrepreneurial skills, such as the basic one outlined in Figure 5.2, are needed. Reviewing successes and failures of others can be helpful, but the experiences of others rarely can be directly transferred to new situations, which often have their own special requirements.

This chapter and Chapter 6 review some common practices and problems encountered in strategic alliance implementation. The concluding sections of both chapters provide best practices guidelines for effective strategic alliance leadership and management. The focus is on contingency guidelines, because the rich variety of

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