سازمان یادگیرنده : به سوی پارادایمی برای ساخت اتحادهای استراتژیک دو طرف سودمند
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|5152||2000||7 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 18, Issue 6, 1 December 2000, Pages 415–421
Strategic alliances are becoming an important means of survival for managing construction organisations. Such alliances are a compromise between organisations doing business in isolation and in mutual partnership with another organisation(s). The key to competitive advantage and improving customer satisfaction lies in the ability of organisations to form learning alliances; these being strategic partnerships based on a business environment that encourages mutual (and reflective) learning between partners. Well-designed, successful alliances enhance co-operation and a high level of trust and commitment. A learning framework is presented to foster successful co-operative strategic alliances between construction organisations. A case study is highlighted based on Rameses Associates and Lloyds TSB Insurance of the UK, to illustrate the advantages of the thesis proffered.
Most construction organisations function in a strategic mode that is inflexible and unresponsive to changes in customer demands. Upon examination of their immediate competitors, many such organisations would invariably discover that they were implementing the same strategies and operational initiatives. Competitive advantage requires that an organisation must do three things more effectively than its competitors: 1. it must quickly recognise changes in demand that could have an adverse impact on its operations (and conversely those that could yield positive impact); 2. it must be flexible enough to respond to changes in customer needs and demands; and 3. it must understand its own capabilities relative to demand. To satisfy these three goals requires a learning organisation. Such organization has the ability to change; and more importantly, recognise the way it needs to go about its business . This is important because construction is an increasingly competitive industry, demanding improved inter-organisational relations . A number of theories as to why organisations enter into closer business relationships have been proposed . Leading on from these, it has been suggested that construction organisations should strive for sustainable competitive advantage through the initiation of strategic alliances . Accordingly, organisations cannot achieve long-term competitive advantage without strategic alliances . It is becoming increasingly difficult for organisations to remain self-sufficient in a turbulent and changing business environment; demanding focus and flexibility. With this in mind, the recommendations of the New South Wales Royal Commission  and the Latham Report  confirm that strategic alliances are an important aspect of the construction procurement process. Their use as a mechanism for cutting costs and improving quality has also been advocated by industry practitioners . This paper describes how strategic alliances can provide a ‘means of survival’ for construction organisations — providing opportunities for partners to co-operatively join forces and create value, rather than simply achieve basic, commercial transaction(s). It is further suggested that collaborative alliances encourage learning and, that the key to improving customer satisfaction (and maintaining competitive advantage) stems from resulting learning alliances. A framework is presented to encourage mutually beneficial strategic construction alliances. The implications of this paradigm are discussed in detail. A real-life case study reinforces the practical benefits of the academic thesis proffered.
نتیجه گیری انگلیسی
Co-operative alliances can create a shared vision of mutuality perse and hence the learning organisation evolves. This type of learning enhances an organisation’s capacity to learn continuously and improve the effectiveness of its systems and operations. Thus, improved and more effective operations bring with them improved internal and external customer satisfaction. It is suggested that organisations looking for long-term alliances that incorporate the essential elements of the framework proposed herein will gain advantage over their competitors by developing unique, mutually beneficial and effective business relationships. These relationships, if nurtured, will cultivate a climate for mutual learning, trust and client benefits. Remaining focused on the alliance objectives, may not only reduce costs, but also maintain a sustainable competitive advantage as well as win-win business transactions. Construction organisations can not employ yesterday’s business philosophies today, if they wish to remain in business tomorrow.