Asymmetric Alliances and Information Systems: Issues and Prospects

This book explores the impact of information systems on the management of North–South asymmetric strategic alliances through a series of in-depth case studies which analyze different types of partnerships. Positioned at the heart of the value creation process, the choice of information system seems to be becoming a strategic issue which should be centered not only on the organizational decisions related to the type of alliance but also the management systems of each of the partners. The authors provide an understanding of the nature of this relationship between the organizational structure and the method of information system integration in asymmetric alliances. The in-depth analysis of strategic alliance case-studies illustrates the different methods of information system integration, which are themselves linked to the organisational and structural choices of the alliance. These methods are characterized by information-sharing and coordination mechanisms as well as the balance of control over shared activities developed by the distinct partners.  

Table of Contents:
Introduction ix Part 1 Specificities of IS within Asymmetric Alliances 1 Introduction to Part 1 3 Chapter 1 Strategic Alliances versus Asymmetric Alliances 5 1.1 Strategic alliances 5 1.1.1 Definition 6 1.1.2 Organizational forms 8 1.1.3 Objectives set by the partners 12 1.2 Asymmetric alliances 17 1.2.1 Definition 17 1.2.2 Criteria for organizational and strategic asymmetry 18 1.2.3 Criteria for managerial asymmetry: the governance model 20 1.2.4. Geographic and sociocultural asymmetry criteria 21 Chapter 2 Management Specificities of North and South Asymmetric Alliances 25 2.1 Definition 25 2.2 Organizational form 25 2.3 Strategic objectives of partners 27 2.4 Nature of pooled resources 30 2.5 Managerial system and control mechanisms 31 Chapter 3 Alliance Governance by IS 35 3.1 Information systems (IS) 35 3.1.1 Definition 35 3.1.2 Possible applications 35 3.2 Interorganizational information systems (IOIS) 41 3.2.1 Definition 41 3.2.2 Possible applications for IOIS 42 3.3 Analysis of the role of IS in the management of strategic alliances 44 3.3.1 Formal governance tool 45 3.3.2 Informal governance tool 46 Part 2 The Role of IS in the Management of an Asymmetric Alliance: Four Case Studies 49 Introduction to Part 2 51 Chapter 4 Case ALPHA 57 4.1 Characteristics of alliance ALPHA 57 4.1.1 Organizational form of the alliance 57 4.1.2 Ends sought by each party 59 4.1.3 Resources dedicated by both parties 59 4.1.4 Perimeter of activity of the alliance 62 4.1.5 Governance model for the alliance 63 4.2. The role of IS in the management of alliance ALPHA 67 Chapter 5 Case DELTA 73 5.1 Characteristics of alliance DELTA 73 5.1.1 Organizational form of the alliance 73 5.1.2 Ends sought by each party 75 5.1.3 Resources committed by the partners 77 5.1.4 Perimeter of activity of the alliance 79 5.1.5 Governance model of the alliance 80 5.2 Role of IS in managing alliance DELTA 84 Chapter 6 Case KAPPA 89 6.1 Characteristics of alliance KAPPA 89 6.1.1 Organizational form of the alliance 90 6.1.2 Ends sought by both partners 90 6.1.3 Resources committed by the partners 91 6.1.4 Perimeter of activity of alliance KAPPA 94 6.1.5 Governance model of the alliance 95 6.2 The role of IS in managing alliance KAPPA 99 Chapter 7 Case IOTA 103 7.1 Characteristics of alliance IOTA 103 7.1.1 Organizational form of the alliance 103 7.1.2 Ends sought by each party 105 7.1.3 Resources committed by the partners 106 7.1.4 Perimeter of activity of the alliance 108 7.1.5 Governance model of the alliance 110 7.2 Role of IS within alliance IOTA 112 Conclusion 119 Bibliography 127 Index 139 

About the Author :
Karim Saïd is Associate Professor and PhD Research Director at the ISM Graduate School of Versailles Saint-Quentin-en-Yvelines University (UVSQ)/Paris-Saclay University where he is a member of LAREQUOI Research Center for Management. Guest lecturer in many Master’s Programs in France, Singapore, Bahrain and Morocco, Dr Saïd worked previously as an expert for the French Ministry of Foreign Affairs and was the Director of the French Arabian Business School in partnership with the ESSEC Business School. Fadia Bahri Korbi has a PhD in Management Sciences from Versailles Saint-Quentin-en-Yvelines University (UVSQ)/Paris-Saclay University. Her research focuses on asymmetric North-South strategic alliances and the integration of information systems.