1. The development of partnerships with industry

2. Introduction Back to Basics

3. What is Partnership? “Purposive strategic relationships between independent firms who share compatible goals, strive for mutual benefit, and acknowledge a high level of mutual interdependence” Mohr and Spekman (1994) Strategic alliance – “a co-operative partnership between two or more organisations formed to create competitive opportunities for their mutual advantage” Hefner (1994)

4. Strategic Fit A shared vision Compatibility of strategies Importance of the strategic alliance to each partner Mutual dependency Added value to the partners Duoma et al (2000) But……up to 60% of alliances fail Spekman et al (1996)

5. “the seeds of alliance tension and instabilities have been sown from the start when the alliance partners fail to recognise a mismatch in their strategic intents”. Koza and Lewin (2000) “strong interpersonal relationships can sometimes make partnerships vulnerable to failure” Adobor (2006 ) “informal understanding, based on trust, often proves to be a more powerful factor in determining how the collaboration works out” Child (2001)

6. The Importance of Trust “Trust is one of the most important success factors in inter- organisational alliances” Seppanen et al (2007) Trust may result from – membership of the same social group – past experience – institutions – contracts, qualifications & guarantees Often based on assessments of the other partner’s ability, competence and motivation Child (2001)

7. Resolving Conflict “The manner in which partners resolve conflict has implications for partnership success” Mohr and Spekman (1994) Lessons Managing vs Resolving conflict Disagreements will be magnified at subsequent layers Joint problem solving can lead to a mutually satisfactory solution Communication problems accounted for over 50% of the relationship problems “The art of partnership is to gain cooperation in a situation of shared control” Mohr and Spekman (1994)

8. Successful Partnerships Trust Clarity of vision Willingness to coordinate activities Ability to convey a sense of commitment to the relationship Quality of communication

9. Trust

10. Definitions Expectation that an organisation or individual will: –Fulfil obligations –Behave predictably –Behave fairly when they could be opportunistic Or is it a belief? Zaheer et al, 1998

11. Definitions Knowing I need not worry –Being able to rely on people –To have their support –To work together towards a shared aim –To know what they say is what they mean Linked to faith and belief Couchman 2007

12. How does it work Integrity, being open and honest Good communications Reliable and predicable Respect Fulfil promises Own up to mistakes Reinforced by behaviour Identify a common purpose/aim

13. The perils of trust breaking down Feelings of betrayal (even grief) have negative power Unpleasant for individuals involved Retaliation/sabotage Resorting to legal redress Negative word of mouth The good things not planned are not achieved

14. Thanks to Robert Laprick Deputy Chief Executive, Mary Rose Trust Student with Learning at Work (Partnership Program) Sue Couchman Consultant with West Sussex County Council Student with Portsmouth Business School

15. Trust in Academic Standards Professional Impartial Judgement Qualifications Publications Knowledge Skills

16. The development of partnerships with industry Need Want Greed

17. The development of partnerships with industry Need Want Greed

18. The development of partnerships with industry Need Want Greed

19. The development of partnerships with industry Need Want Greed

20. The development of partnerships with industry Need Want Greed

21. The development of partnerships with industry Need Want Greed

22. The development of partnerships with industry Need Want Greed

23. The development of partnerships with industry Need Want Greed

24. The development of partnerships with industry