Performance Criteria of Strategic Alliances Between MNCs and NPOs

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GRIN Verlag, 2007 - 80 pages
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Diploma Thesis from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Paderborn, 110 entries in the bibliography, language: English, comment: The increasing numbers of strategic alliances between multinational companies (MNC) and Non-Profit-Organizations (NPO/NGO) calls for criteria how to measure their performance. My diploma thesis discovers indicators which are able to show success or failure of such elusive but common alliances. All criteria are structured in a modified Balanced-Scorecard which considers the different cultural backgrounds and stakeholders of MNCs and NPOs/NGOs. Various examples illustrate the findings of the paper., abstract: Strategische Allianzen zahlen zu den wichtigsten Gebieten der Organisationsforschung sowie des Strategischen Managements. Untersuchungen konzentrieten sich bisher auf Partnerschaften von Unternehmen. In den letzten Jahren stieg die Anzahl von Kooperationen zwischen Firmen und Non-Profit-Organisationen (NPO) wie Vereinen oder Sozialen Gruppen. Unilever, GlaxoSmithKline oder Microsoft zahlen zu den Unternehmen, die mit NPOs (auch NGOs) wie dem World Wildlife Fund for Nature, Medicines for Malaria Venture oder Greenpeace zusammenarbeiten. Besonders in den Bereichen der AIDS/HIV-Bekampfung, dem Umweltschutz oder der Agrarwirtschaft arbeiten Firmen vermehrt mit NPOs zusammen. Problematisch ist bis heute, wie der Erfolg oder Misserfolg derartiger Allianzen zu fassen ist, da sowohl okonomische als auch soziale Ziele in die Messung einfliessen mussen. Bjorn Gehrmann untersuchte und entwickelte erstmals, welche Kriterien Erfolge von Partnerschaften zwischen Multinationalen Unternehmen (MNCs) und NPOs sichtbar machen konnen. Mit Hilfe einer Balanced Scorecard strukturiert der Autor die Erfolgskriterien und liefert Unternehmen sowie Organisationen aus dem sozialen Sektor ein Werkzeug, gemeinsame Projekte in den Bereichen Corporate Social Responsibility
 

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Contents

Introduction
1
Developing Performance Criteria from a bilateral Theoretical Perspective
14
Structuring Performance Criteria in Crosssector Alliances
42
Concluding Remarks
51
REFERENCES
viii
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Page 21 - BARNEY (1991) .... firm resources include all assets, capabilities, organizational processes, firm attributes, information, knowledge etc. controlled by a firm that enable the firm to conceive of and implement strategies that improve its efficiency and effectiveness.
Page ix - R. (1997): The contingent value of social capital, in: Administrative Science Quarterly, 42: 339-365.
Page ix - Bing-Sheng (1998): Resource and risk management in the strategic alliance making process, in: Journal of Management, 24, No.
Page ix - M. (1996): Competitor Analysis and Interfirm Rivalry. Toward a Theoretical Integration; in: Academy of Management Review, Vol. 21, Nr.
Page 11 - ... a formal agreement between two or more business organizations to pursue a set of private and common interests through the sharing of resources in contexts involving uncertainty over outcomes."5 The word "common
Page 11 - ... in which resources, knowledge, and capabilities are shared with the objective of enhancing the competitive position of each partner...
Page 32 - [f]irms operate within a social framework of norms, values and taken-for-granted assumptions about what constitutes appropriate organization level behavior.
Page viii - Measure of Strategie Alliance Performance: An Analysis of Construct Validity, in: Journal of International Business Studies, 34. Jg., S.

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