306821 (v.1) Strategic Management (Alliances, Partnerships and Networks) 562

Area:

School of Management

Credits:

25.0

Contact Hours:

3.0

Seminar:

1 x 3 Hours Weekly

Syllabus:

Exploration of new design paradigms which reflect the growing importance of global perspective, core competency, value chains and innovative use of technology in structuring organisations. INOVACC, a prototype model incorporating these priorities, is examined with particular reference to changing management roles, coordinating mechanisms and organisational learning. What is a Strategic Alliance? From joint ventures to strategic alliances, distinguishing strategic alliances, partnerships and networks, globalisation, technology and the rationale for strategic alliances. The main types of strategic alliances - international expansion and the role of strategic alliances, problems in managing strategic alliances and INOVACC - a prototype for the new organisational model.

Unit Outcomes:

On successful completion of this unit students will have- Described and explained the rapid growth of strategic alliances. Defined and differentiated alliances, partnerships and networks. Explored the formation and evolution of various inter-organisational relationships. Identified the managerial risks and challenges in sustaining alliances, partnerships and networks.

Texts and references listed below are for your information only and current as of September 30, 2003. Some units taught offshore are modified at selected locations. Please check with the unit coordinator for up-to-date information and approved offshore variations to unit information before finalising study and textbook purchases.

Unit References:

Tyndall, G., Gopal, C., Partsch, W., Kamauff, J., (1998). Supercharging Supply Chains: New Ways to Increase Value Through Global Operational Excellence. Australia, John Wiley and Sons. Milton-Smith, J. (1997). Curtin Business School. Bentley, Curtin University of Technology. Yoshino, M.Y. and Rangan. U.S. (1995). Strategic Alliances: An Entrepreneurial Approach to Globalisation. Boston, Harvard Business School Press. Lorange, P. and Roos. J. (1992). Strategic Alliances: Evolution and Implementation. London, Basil Blackwell. Doz, Y. and Hamel, G. (1998). Alliance Advantage: The Art of Creating Value Through Partnering. Boston, Harvard Business School Press. Child, J. and Faulkner, D. (1998). Strategies of Cooperation: Managing Alliances, Networks and Joint Ventures. Oxford, Oxford University Press.

Unit Texts:

Child, J. and Faulkner, D. (1998). Strategies of Cooperation: Managing Alliances, Networks and Joint Ventures. Oxford, Oxford University Press.

Unit Assessment Breakdown:

Participation 10%, Presentations 20%, Major Project 30%, Examination 40%. This is done by grade/mark assessment.

Field of Education:

80000 Management and Commerce (Broad Grouping)

HECS Band (if applicable):

Extent to which this unit or thesis utilises online information:

Informational

Result Type:

Grade/Mark

Availability

Availability Information has not been provided by the respective School or Area. Prospective students should contact the School or Area listed above for further information.

Click here for a printable version of this page

Picture of sun setting over Henderson Court on Curtin's Bentley Campus