Mahidol University International College 2013-2014

1 ICMI 355

Mahidol University International College

BBA Program

ICMI 355 Business Alliances

Course Syllabus for Trimester 3

Course Description: Various aspects of business alliances; the difference in business

alliance structures, the process of identifying potential strategic partners, the strategies in

developing good governance structure and managing relationships to maximize synergy

in the creation of an alliance. In addition: negotiation principles, skills, and effective

alliance synergies in forming an alliance strategy.

Course Objectives: To explore and address the importance of and potential competitive

advantages created by developing alliances within and across both regions and industries

as an alternative growth and expansion strategy of the firm. In addition, this course will

include a discussion of the ASEAN Economic Community (AEC) slated to be

implemented starting in late 2015 and how companies may choose to utilize alliances to

manage the impact of the AEC.

Class Time: Day & Time: Mondays/Wednesdays: 10:00 – 11:50 hrs.

Lecturer: Aj. Ron Dale, email: ron.dale.muic@gmail.com

Class Readings: A course book will handed out on the first day of class with readings.

All materials are the compilation of various sources from a variety of references listed

below and articles in the Harvard Business Review (HBR). The class will be conducted

with a student-centred approach, with students leading many of the classes in exploring

course material and the instructor providing a facilitating role. Students will be asked to

initiate comments and participate in class discussion about selected articles from Harvard

Business Review. This will be the main medium of instruction; therefore, students are

required to attend 80% of the classes to sit for the final examination. Attendance will

be taken for all classes.

Students who miss classes must take the responsibility of liaising with other students and

checking with e-Learning in order to keep up to date with tasks and projects. It is not the

instructor’s responsibility to find extra time within a class period to do this.

Students will also be able to access PowerPoint slides and associated course readings. It

is imperative that students carry out their own readings according to the topics and

materials posted to e-Learning as the PowerPoints alone will not be sufficient to study

and comprehend the subject. Students are encouraged to read materials posted to e-

Learning online using a tablet or laptop computer. It is not suggested that all materials

posted to e-Learning be printed.

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All readings are compulsory and will be comprised as an integral part of the final

examination

Course Outline:

Date Topics Remarks

28/04/14 Introduction to Strategic Alliances

Why Ally?

Using the Right Framework

How the course will be conducted

& overview of business alliances.

What is an Alliance?

Why use a framework?

30/04/14 Chapter One: The Alliance Framework

Levitt, Theodore. “The Globalization of Markets.”

Alliance Framework elements and

process

07/05/14 Chapter Two: Appointing the Planning and

Negotiating Team

Bamford, James, Ernst, David, and David G. Fubini.

“Launching a World Class Joint Venture”

Using the Alliance Framework to

establish team roles

12/05/14

Chapter Three: Using the Alliance Framework

Process to Achieve Internal Consensus

“Strategic Alliances: The Value of Partners”

Elmutt, Dean and Kathawala, Yunus. “An Overview

of Strategic Alliances.”

Teaching the Team about the

Alliance Framework

14/05/14 Chapter Four: Approaching Potential Partners:

Strategic Alliance Fit Assessment

Pisano, Gary P. and Verganti, Roberto. “Which Kind

of Collaboration is Right for You?”

Greve, Henrich R., Rowley, Timothy J., and Shipilov,

Andrew V. “How Partners Shape Strategy”

Initial meetings and follow-ups

Strategic Fit Assessment

19/05/14 Chapter Five: Conducting the Resource Fit Alliance

Hughes, Jonathan and Weiss. “Simple Rules for

Making Alliances Work.”

Resource Fit Assessment

Tools for mitigating risks

21/05/14 Chapter Six: Selecting the Partner

Dyer, Jeffrey H., Kale, Prashant, and Singh, Harbir.

“When to Ally and When to Acquire.”

Achieving internal consensus,

factors in Partner selection, and

multiple partners option.

24/05/14 Optional make-up session for holiday on 05/05/14

(Time to be agreed)

Review for mid-term examination

26/05/14 Chapter Seven: Negotiating the Agreement

Sebenius, James K.,. “Six Habits of Merely Effective

Negotiators.” Brett, Jeanne M., Friedman, Ray, and

Behfar, Kristin. “How to Manage Your Negotiating

Team.”

Negotiating a common vision

Use of Alliance Framework in

negotiations

28/05/14 Chapter Eight: Alliance Framework Elements Other

Than the Strategic Alliance Elements

Shih, Willy, Wang, Jyun-Cheng, Giller, Eric, and

Olsson, Mats H. “Will Our Partner Steal Our IP?”

Elements not on the typical list

Detailed objectives and resources

Strategic Assessment Elements

02/06/14 Mid-term examination

Mahidol University International College 2013-2014

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04/06/14

Chapter Nine: The Alliance Implementation

Program

Ernst, David and Bamford, James. “Your Alliances

Are Too Stable.”

An example of Alliance

Management: Eli Lilly and Co.

Implementation team

Tips for implementation

09/06/14 Chapter Ten: Managing Conflict

Uzzi, Brian and Dunlap, Shannon. “Make Your

Enemies Your Allies.”

Weiss, Jeff and Hughes, Jonathan. “Want

Collaboration? Accept—and Actively Manage—

Conflict”

Wetlaufer, Suzy. “Common Sense and Conflict: An

Interview with Disney’s Michael Eisner.”

What is conflict?

Three stages of conflict

Six tools to overcome conflict

11/06/14 Chapter Eleven: Alliance Management Systems and

Alliance Metrics

Kaplan, Robert S., Norton, David P., and Rugels,

Bjarne. “Managing Alliances with the Balanced

Scorecard.” Jacobides, Michael G. “Strategy Tools for

a Shifting Landscape.”

Requirements of an Alliance

Management System

Alliance Implementation metrics

Proctor and Gambles’ Alliance

Effectiveness Assessment survey

16/06/14

Chapter Twelve: Managing Cultural Differences

Sebenius, James. “Hidden Challenges of Cross-

Border Negotiations.” Gunia, Brian et.al.“In Global

Negotiations, It’s All About Trust.”

Brett, Jeanne et. al. “Managing Multicultural Teams”

What is culture?

Three types of culture

Impact of personality and

language on culture

18/06/14 “Managing Complexity” Steinhilber, Steve. Strategic

Alliances, (Cisco)

Meyerson, Debra E. “Radical Change, the Quiet

Way”

Understanding and managing

Intellectual Property, Portfolio

Management, Spreading Alliance

bets, and creating a Shared

Framework and Portfolio Model

23/06/14 ASEAN and the AEC

Kanter, Rosabeth Moss. “Collaborative Advantage:

The Art of Alliances.”

How ASEAN companies can

prepare for the AEC

25/06/14 Capron, Laurence and Mitchell, Will. Build, Borrow,

or Buy: Solving the Growth Dilemma.

When to Borrow via Contract

30/06/14 Presentations* Presentations of Case Study

02/07/14 Presentations* Presentations of Case Study

07/07/14 Capron, Laurence and Mitchell, Will. Build, Borrow,

or Buy: Solving the Growth Dilemma.

When to Borrow via Alliance

09/07/14 Review for Final Examination Review material covered on the

Final. * The amount of class sessions for presentations is subject to change due to the number of students in class.

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Teaching Method(s): The instructor in this course believes in a Learn–by-Doing

approach where students are actively engaged in practical tasks that reflect the world of

work. The lecture-style approach where the use of PowerPoint is prominent is kept to a

minimum. The purpose here is that by engaging in class discussion students are

reinforcing the message and engaging more with the material. Students are encouraged to

do research on their own, for example reading articles in the Harvard Business Review

(HBR). Students are encouraged to bring tablets or laptops to class if they have them.

Students should bring the course book unless specifically instructed not to do so.

Measurement and Evaluation of Student Achievement:

Composition %

Mid-term examination 30

Case study report 30

Final Examination 30

Class participation and presentation of case study 10

Total 100%

Course Evaluation:

Score Grade earned Point

90 – 100 A 4.0

85 - 89 B+ 3.5

80 - 84 B 3.0

75 - 79 C+ 2.5

70 - 74 C 2.0

65 - 69 D+ 1.5

60 - 64 D 1.0

0 - 59 F 0

Reference Texts:

Bamford, James D., 2003. Mastering Alliance Strategy: A Comprehensive Guide to Design,

Management, and Organization. John Wiley and Sons.

Bartlett, Christopher, et.al., 2004. Transnational Management: Text Cases and Readings in

Cross Border Management. McGraw Hill.

Capron, Laurence and Mitchell, Will, 2012. Build, Borrow, or Buy: Solving the Growth Dilemma.

Harvard Business School Publishing.

Collins, Patrick, 2009. Negotiate To Win. Sterling Publishing Co.

Elmuti, Dean and Kathawala, Yunus. 2001. “An Overview of Strategic Alliances” in Managemnt

Decisions. MCB University Press.

Leavitt, Mike and McKeown, Rich, 2013. Finding Allies, Building Alliances. Jossey-Bass.

Kidd, John B. and Richter, Frank-Jǖrgen, 2004. Trust and Antitrust in Asian Business Alliances.

Palgrave MacMillan.

Marks, Mitchell Lee and Mirvis, Philip H., 2010. Joining Forces: Making One plus One Equal

Three in Mergers, Acquisitions and Alliances. Jossey-Bass.

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Schweiger, David, 2002. M&A Integration: A Framework for Executives and Managers,

McGraw Hill.

Slowinski, Gene and Sagal, Matthew, 2003. The Strongest Link. American Management

Association.

Steinhilber, Steve, 2008. Strategic Alliances: Three Ways to Make Them Work. Cisco.

Subramanian, Guhan, 2010. Dealmaking: The New Strategy of Negotiations.W. W. Norton.

Harvard Business Review:

Anand, Bharat and Galetovic, Alexander, Dec. 2004. “How Market Smarts Can Protect Property

Rights.”

Bamford, James, et. al., Feb. 2004. “Launching a World-Class Joint Venture”

Brett, Jeanne M., et. al., Sep. 2009. “How to Manage Your Negotiating Team.”

Dyer, Jeffrey H., Kale, Prashant, and Singh, Harbir, Jul.-Aug. 2004. “When to Ally and When to

Acquire.”

Ernst, David and Bamford, James. Jun. 2005. “Your Alliances Are Too Stable.”

Frisch, Bob, Nov. 2008. “When Teams Can’t Decide.”

Gunia, Brian, et. al., Dec. 2012. “In Global Negotiations, It’s All About Trust.”

Heimeriks, Koen, Apr. 2009. “Superstition Undermines Alliances.”

Reference Texts (continued):

Hughes, Jonathan and Weiss, Jeff, Nov. 2007. “Simple Rules for Making Alliances Work.”

Jacobides, Michael G., Jan-Feb 2010. “Strategy Tools for a Shifting Landscape.”

Kaplan, Robert S., et. al., Feb. 2010. “Managing Alliances with the Balanced Scorecard.”

Levitt, Theodore, May-Jun. 1983. “The Globalization of Markets.”

Pisano, Gary P. and Verganti, Roberto, Dec. 2008. “Which Kind of Collaboration is Right for

You?”

Sebenius, James K., Mar. 2002. “Hidden Challenges of Cross-Border Negotiations.”

Sebenius, James K., Apr. 2001. “Six Habits of Merely Effective Negotiators.”

Shih, Willy, et.al., Jan. 2013. “Will Our Partner Steal Our IP?”

Uzzi, Brian and Dunlap, Shannon, May, 2012. “Make Your Enemies Your Allies.”

Business Project:

Relevant business cases from the real world are emphasized as an important part of the

learning activities for this course. Students are required to conduct an in-depth analysis

of a strategic business alliance from the international business arena using the Alliance

Framework and scholarly articles discussed in class.

Students must submit an individual paper (report), prepare for an oral presentation of the

report, and actively participate in the discussion of the report. Each student will choose a

business alliance case and provide both a written and oral report, which analyses the

alliance venture as per the following recommended guidelines:

1. Brief background of the business project (including but not limited to industry

analysis, competitive analysis, and company analysis)

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2. Analysis on the motives and fits between the partners of the alliance-taking place

in the business project. What’s in it for all stakeholders? Does it make sense?

Why?

3. How is the alliance designed, developed, structured, and managed? Type of the

alliance? What is the impact/performance? Is the alliance a significant one?

Students should demonstrate their understanding of the Alliance Framework as

discussed in class.

4. Identify/discuss the main issues or problems as well as causes. What’s going on?

What went wrong/right? What’s the latest situation? What’s the future direction?

5. Identify/discuss the key success factors of the alliance. Why is/was the alliance

successful/failed?

6. Comments and discussion on lessons learnt and potential solutions to the issues

identified in the case.