Thursday, 15 July 2010

Cultural Issues in Strategic Alliances

The purpose of this dissertation is to look at the concept of strategic alliances, in the context of factors that contribute to the possibility of success in the alliance. The alliance between Honda and Rover will be investigated and management strategy and culture will be brought to the forefront and analysed.

1: Literature Review
Strategy and Strategic Alliances
The Elements of Strategy

2: What is a Strategic Alliance?

3: Types of Strategic Alliances - Variations on a Theme
Ad Hoc Pool Alliances
Consortium Alliances
Shared- Supply Alliances
Quasi-Concentration Alliances
Complementary Alliances

4: Reasons for Strategic Alliances

5: Culture and its Influence on Strategic Alliances
What is Culture?
The Layers of Culture
Religion as a part of Culture
National Culture
The Four Dimensions of National Culture
The Six Dimensions of Cultural Differences in Organisations

6: Strategic and Cultural Fit in Alliances
Cultural Profiling

7: Research Methodology
Research Diagram
Research Discussion
Secondary Data

8: Findings and Evaluation of Primary and Secondary Research
A Short History of the Honda-Rover Alliance
The Honda-Rover Strategic Alliance
Cultural Fit as an Element of a Strategic Alliance
Learning from Honda
Manufacturing Techniques
The Design and Development Process
Supply Chain Management
Human Resource Structures & Techniques
Production Employees
Team Leaders
Cooperation at a Higher Organisational Level
Learning From Rover
Marketing Research and Certification Requirements in Europe
Supplier and Manufacturing Networks in Europe
Rover's expertise
Working Together

9: Summary and Conclusions
Summary - A Strategic Success?
Rover
Honda
Conclusions

Bibliography

Download Here: Dissertation