ALLIANCES AND FIRM BUSINESS NETWORKS
This course introduces students to the relevance and importance of firms’ cooperation as a way to gain a competitive advantage into the global
market, as well as to overcome the limits to business success. According to the aim, will provide the students with useful conceptual tools to
identify firms’ alliances and networks, as well to manage firms’ cooperation in a best way.
Important learning objectives are:
• to understand what alliances and networks are and how they differ from mergers and acquisitions;
• to learn the primary approaches to alliance and networks’ design and implementation;
• to identify the drivers that lie upon the rising od both alliances and networks;
• to figure out primary risks associated with alliances and networks in order to manage them in the best way.
Learning objectives may be specified as following:
Knowledge and understanding: students will be able to recognize the relevance that collaborations – be them intra-organizational or inter-organizational co-operations – have for the success of firms’ initiatives, mainly because of the failure of the traditional management style (based on the control). Additionally, students will be able to recognize and classify the different types of collaborations, within the field of the theories actually available about the topic.
Capacity apply the acquired knowledge and understanding: at the end of the class, the student will be able:
1. To recognize and classify the different types of firms ’collaborations;
2. To identify the drivers of their establishment;
3. The most effective and efficient way to manage them
Autonomous assessments: once have learned the main theories about firms’ collaborations, students will understand the advantages and disadvantages of each type of firms’ agreements, thus being able to assess firms’ behavior at both national and international level. Accordingly, the analysis of empirical evidences will provide for the background of thematic discussions, this last ones referring to the success/failure of firms’ collaborations.
Communication Ability: students must be capable to answer to the written, as well as to the oral examination questions in a clear and comprehensive.
Learning Capacity: students should prove a good ability to learn and deepen their knowledge about important and relevant references for the field of study. Moreover, students should be able to apply the gained knowledge to manage problems emerging in intra and intra-organizational collaboration.
The course is addressed to bachelor students belonging to the second
year. Basic knowledge about Management would be appreciated.
Theoretical Approach to firms ‘cooperation – The concept of alliances and Network – Alliances and Networks drivers – Types of firms’ alliances and
partnership – Managing alliances and partnerships -Types of Networks – Networks for Knowledge Transfer and Innovation: Knowledge creation
and knowledge transfer within networks - Cluster and Industrial Districts: from “embedded” to international networks – The role of Social Networks.
The course will be organized in lessons and discussions of the suggested readings.
For the students who speak Italian: Calza F. (2005), Alleanze Strategiche per l’Innovazione Tecnologica, Giappichelli Editore, Torino (Chapters 1, 3 e 4)
Golinelli G.M., Dezi L. (1997), Reti, finanza, progetti, Cedam, Padova (Chapter 3)
Canestrino R. (2008), Il Trasferimento della Conoscenza nelle Reti di Imprese, Giappichelli Editore, Torino.
Sanguigni V. (2001), Accordi tra imprese nell'area della produzione e politiche di approvvigionamento: una possibile chiave di lettura, Sinergie,
n. 56, pp. 251-275.
For both Italian and English speakers:
Canestrino R, Magliocca P. (2010), Managing Expatriation, Repatriation and Organizational Learning in MNCs: an Integrative Framework, Review
of International Comparative Management, vol. 11 issue 2, pp.186-200
Canestrino R. (2006), Cross-Border Knowledge Transfer in International Strategic Alliances: from Cultural Variations to Asymmetric Learning
Process, International Comparative Management, Academy of Economic Studies Bucharest, n. 7, pp.210-224.
Hougaard S. Q.; Trankjær M.B.; Schlichter B.R.; (2014), An Examination of Which Implications New Media Platforms Can Have on Study Group
Work and Learning Opportunities in the Environment of the Course, Department of Business Administration, Aarhus University, Business and
Social Sciences, Denmark.
Other readings and materials may be suggested throughout the course.
All students will do an exam, which is formed by a written exam, and an oral exam. The note on 30 will be the result of the two parts.
In general, the classes will be organized as following:
I block (18th hours):
Challenges and issues related to the acquisition of the competitive advantage. Control perspectives vs cooperative approaches: issues and evolution. Drivers of collaboration to be investigated within the mainstream about the topic.
II block (10th hours):
Intra and intra-organizational networks and their purposes.
III block (20th hours)::
Success and Failure of firms’ collaborations and networks: reasons of failure and their impact. Managing collaborations to gain business success: overcoming obstacles to pursue competitive advantage.