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Business, Pages: 3

Discussion – International Alliances

Discussion – International Alliances

Analyze Factors That May Drive Cross-Cultural Business Alliances

What Role, if Any, Should the 5cs Play in Considering a Cross-Cultural Business Partnership?

According to Shiveley (2010), the 5Cs, which are contact, commitment, change, communication, and context, play a significant role in influencing how partners from different cultures interact. The role of the 5Cs in considering a cross-cultural business partnership is different for every C. For instance, the role of contact is to give the partners an overview of whether the partnership will work or not based on the willingness of the partners to take the initiative to learn relevant issues in the development of the partnership, set aside time to hold initial meetings and take the measures needed to overcome obstacles (Shiveley, 2010). If partners are not willing to establish the right contact, then the partnership is likely to fail, thus leading to the decision to avoid the partnership. The role of commitment is to gauge the seriousness of the partners based on how they demonstrate their willingness to take the measures needed for the partnership to work. The role of change is to assess the partners’ long-term commitment based on whether they are willing to adapt as required in their role in the partnership. A lack of willingness to make the right adaptations may make it hard for the partners to cooperate because one party may seem more involved. The role of communication is to determine whether the partnership will work based on how the partners communicate. Constant communication is needed to create proper governance of the partnership, respect partners’ beliefs, and create reasonable budgets (Shiveley, 2010). In considering a cross-cultural partnership, partners need to communicate their beliefs and expectations so that all partners agree on the right way forward. The role of context is to determine whether there may be any issues arising from cultural differences due to failure to respect and recognize different cultures engaging in the partnership and the different reward and accountability structures. Partners need to understand the cultures of one another for the partnership to work and identify any issues that could arise from cultural differences and how to address the issues when they arise. Get in touch with us at eminencepapers.com. We offer assignment help with high professionalism.

Do Any of Them Weigh More Heavily on the Decision to Form the Partnership? Why or Why Not? Explain Your Reasoning

In my opinion, commitment, and contact weigh more heavily on the decision to form the partnership because they give the partners an overview of the behavior of one another. It is also important to have the same level of commitment and establish a friendly environment for the partnership to work. This can only be achieved if the partners are committed and show a willingness to be in the partnership.

In Cross-Cultural Partnerships, How Can HR Advise the C-Suite Prior to an Agreement?

HR can advise the C-suite prior to an agreement on whether to enter a partnership with certain parties or not based on the findings of their due dilligence.HR can also advise the C-suite on what to expect from the culture of partners based on the fact that HR is equipped with the knowledge, skills, and capabilities required to understand cultural differences (Kenton & Yarnall, 2012). Based on how well the company understands the culture of potential partners, HR can advise on whether to go ahead with the partnership or not. They can also advise the C-suite on the best requirements to create a good foundation for the partnership based on their assessment of the behavior of potential partners.HR can additionally advise the C-suite to establish a communication system prior to an agreement to ensure that there is effective communication in the partnership.

Bearing in mind the Gupta and Wang article and your own research, what specific advice would you, as an HR executive, give to the C-suite of a U.S. company considering a partnership with a Chinese firm?

As Gupta and Wang’s article mentioned, a partnership with a Chinese firm is a complicated business move that requires ensuring that the four drivers of partnering with Chinese firms are considered. The four drivers, government regulation, complements, industry-wide standards, and risk pooling, form the foundation of partnering with Chinese firms and all play a significant role in creating and sustaining a good business relationship between Chinese and non-Chinese firms. As an HR executive, the specific advice that I would give to the C-suite of a U.S company considering a partnership with a Chinese firm is to conduct a thorough cultural background on Chinese culture and ensure that all employees acquire a high level of cultural competence to avoid creating issues that may arise from a mismatch in beliefs. Developing cultural competence would also help understand the significance of the four drivers of partnerships between non-Chinese and Chinese firms. This would therefore make it easier for all employees to adhere to the drivers throughout the partnership.

Evaluate the Role of HR in Partnering Decisions

Should HR Specifically Recommend Partnerships or Simply Perform Due Diligence Prior to an Agreement?

In my opinion, HR should not specifically recommend partnerships but should simply perform due diligence prior to an agreement. This is mainly because, according to Juul Andersen & Minbaeva (2013), the human resource management department mainly deals with the acquisition and management of employees and does not make major decisions relating to the running of the organization.

What Specific Types of Information Relative to Potential Partners Should HR Assess and Share With the C-Suite?

Due diligence requires reviewing different types of information. One of the specific types of information that HR should assess and share with the C-suite is the culture of the potential partners, including their beliefs. Such information is important because failure to respect and understand the partners’ beliefs could create misunderstandings that could end the partnership before the shared goal is achieved (Lehavi, 2017). The second type of information is the history of partnerships that potential partners have been in. Soffer (2012) argues that the history review should include failed and successful partnerships the partners have had before and the reasons for failure and success.

References

Juul Andersen, T., & Minbaeva, D. (2013). The role of human resource management in strategy making. Human Resource Management, 52(5), 809-827. https://doi.org/10.1002/hrm.21562

Kenton, B., & Yarnall, J. (2012). HR: The business partner. Routledge.

Lehavi, D. (2017). Business partnership essentials: A step-by-step action plan for succeeding in business with a partner (2nd ed.). de Gruyter.

Shiveley, J. M. (2010). The Five C’s of Partnership Work. https://nnerpartnerships.org/wp-content/uploads/Article-8-2010-NNNER-The-Five-Cs-of-Partnership-Work.pdf

Soffer, P. (2012). Partnership or Partnersh*T: You decide. How to build your business partnership on the strongest Foundation there is- a human Foundation. Human Foundation Publishing LLC.

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Question 

Given the growth of international alliances, think of the increasingly important strategic role of HR. Specifically, by all accounts, the central issue in successfully implementing international alliances is choosing the right partner to begin with. With the right partner, implementation flows relatively smoothly, and there is a high probability of success. With the wrong partner, the likelihood of success is remote.

If any department in a company should consider vetting international partners as a core competency, it is the HR department. Since HR professionals, by training, should be better attuned to issues involving cross-cultural dynamics, HR is well positioned to make a key contribution to the decision-making process of the CEO.

A proactive partnering role with HR is key to helping the CEO and other top executives make informed decisions about the risks, rewards, and costs of building versus buying.

The article by Gupta and Wang, “Partnering Up the Right Way,” (2011), notes four drivers of alliances between Chinese and non-Chinese companies: (1) complements, (2) government regulation, (3) risk pooling, and (4) industry-wide standards. They note that more than 50% of these alliances end in failure within 24 months. If you are in the HR department of a U.S. company about to enter into a partnership with a Chinese entity, consider your role in providing sound advice to the C-suite.

To complete this Assignment, respond to the following in a 3- to 4-page paper:

  • Analyze factors that may drive cross-cultural business alliances.
    • What role, if any, should the 5Cs play in considering a cross-cultural business partnership?
      • Do any of them weigh more heavily on the decision to form the partnership? Why or why not? Explain your reasoning.
    • In cross-cultural partnerships, how can HR advise the C-suite prior to an agreement?
  • Bearing in mind the Gupta and Wang article and your own research, what specific advice would you, as an HR executive, give to the C-suite of a U.S. company considering a partnership with a Chinese firm?
  • Evaluate the role of HR in partnering decisions.
    • Should HR specifically recommend partnerships or simply perform due diligence prior to an agreement?
    • What specific types of information relative to potential partners should HR assess and share with the C-suite?

References

Euchner, J. A. (2010). Two Flavors of Open Innovation. Research Technology Management, 53(4), 7–8. https://doi-org.ezp.waldenulibrary.org/10.1080/08956308.2010.11657634

Hutzschenreuter, T., & Horstkotte, J. (2010). Knowledge transfer to partners: A firm level perspective. Journal of Knowledge Management, 14(3), 428-448. doi:http://dx.doi.org.ezp.waldenulibrary.org/10.1108/13673271011050148

Peng, T.A. (2011), “Resource fit in inter‐firm partnership: intellectual capital perspective”, Journal of Intellectual Capital, Vol. 12 No. 1, pp. 20-42.