Purpose - The purpose of this thesis is to identify and analyze common challenges to collaboration in facilitated strategic partnerships between small and large companies. Extended knowledge on this area can ideally inform the typical management issues pertaining to such collaborative setups. Research design – The thesis takes its point of departure in three selected case studies that have all been initiated for strategic purposes and have been facilitated by a third party facilitator. The partnerships intersect with three different sectorial realms as each involved facilitator is embedded within academia, industry and state respectively, with the purpose of making the data more generally representative. Semi-structured qualitative interviews and a partnership assessment tool have been utilized in the process of collecting valid data. Additionally, three change management theories serve as the theoretical foundation from which the data is analyzed. Findings – Strategic partnerships bring added value to the partners that they could not have achieved independently. However, the degree of value seems to be contingent upon numerous contextual factors. These include, amongst others, where partner companies operate in comparison to each other, how solid the individuals’ relation is, the point of reference for matching, successful alignment of the practical foundation, and if there is consensus on the partnership objectives. Conclusion – Strategic partnerships can be effective vehicles for innovation if conducted successfully. However, as our ndings indicate, strategic partnerships entail many contextual patterns and moving parts on both an individual, organizational and market level. Partnerships are therefore, to a large extent, contextual, but it seems that certain challenges are recurring and possible to manage, why expertise in this role is valuable in responding to these challenges.
|Educations||MSocSc in Organisational Innovation and Entrepreneurship , (Graduate Programme) Final Thesis|
|Number of pages||195|
|Supervisors||Christian Garmann Johnsen|