Managing The Risks And Rewards Of Collaboration

Read Complete Research Material

Managing the risks and rewards of collaboration


The notion of effective strategic alliances provides the basis on which this paper proposes a framework to manage the application and outcomes of management learning. The management of key partner collaboration emerges in this paper as a major success factor in determining effective management learning. A proactive structured approach to partnerships and alliances is proposed as a robust framework for management learning that is based on the advantages and effectiveness of management theories and concepts. This paper describes the results of a longitudinal research study of an inter-organisational partnership; this paper explores the contributions, experiences and perceptions of the central stakeholders in management learning (HE, organisations and students). Through a case study approach to three collaborative projects, an analysis of the learning cycle of planning, designing, monitoring and assessing programmes is presented. The results demonstrate that, as well as being a diagnostic tool, the framework underpinning strategic alliances - their formation, risks and challenges - provides the basis of an anticipatory and proactive approach to successful management-learning partnerships. The research shows that, if stakeholders in the management-learning relationship are to achieve their individual and diverse objectives, managing their interaction with each other and input into the process is essential. The need for partners to be explicit about their collaboration and each stake holder's objectives is demonstrated. The learning agreement is a mechanism through which these desired outcomes could be made tangible and thus through which the strategic partnership can be managed. The distinct contribution of this paper is that it brings together different management concepts to make practical use of the ideas of management learning. It provides evidence of successful programme design and delivery for management learning, as well as issues that have not worked well in the development of successful alliances, which underpin these programmes. Finally, the paper contributes to the continuing progression of thinking about the very nature of management learning as a theoretical framework to enhance the link between research, learning and the practice of management.

Table of Contents



Management learning5

Stakeholder's partnerships and management learning7



Strategic alliances12

Managing alliances13

Research problem15



Research Problems32

When the researcher was approached to establish this collaboration, there was no single theory or hypothesis that could be tested or examined. The approach taken was to extract information from a wide range of sources and theories (management education, management development, action research, training and development) and to develop the area of study allowing the most relevant ideas and knowledge to emerge.32

Research methodology and methods32

Case 1: large Local Authority based in North West England (UK)38

Case 2: large UK-based organisation in the leisure industry39

Case 3: local authority - Welsh Local Authority40




Consultation stage43

Learning agreements44

Action research48

Stakeholders and management-learning49

Success and development factors in the design and delivery of award-bearing programmes51

Success factors for individual managers51

Organisation-focused success factors53

University-focused success factors55

Negative impact of programme56

Individual-focused areas for development56

Organisation-focused areas for development58

University-focused areas for development59

Cross-departmental learning/group work60



Discussion and implications of research63

Establishing a framework for management learning65



Chapter One


Aim of the Study

1. The aim of this paper is ...
Related Ads