The networked management of strategic alliances. Oriental and occidental perceptions

This paper will propose a novel development in knowledge brokering based on a ‘trusted agent’ principle located off-shore. In this model there will be on-shore agents who know intimately the mores and regulations applicable to their locality. It is proposed that this set of managers will be able to work well, together (since they are in the same broad-based firm). Thus, following the guidance developed by the trusted off-shore managers from their data warehouse, and from their own business acumen, the on-shore managers in different countries will be able to search for prospects and gain benefits from a joint venture (JV). Once it is established that two firms wish to become jointly synergistic, in this case a Chinese and an American firm simply by way of an example, it is further proposed that the on-shore managers will guide the new managers to adjust to joint working in their new JV. Thus the on-shore managers will be ‘parents’ teaching how to behave in new territories and will gradually withdraw their involvement as the JV partners become more confident. They will remain in touch to resolve any difficulties that may arise. The paper reviews the technical requirements in the off- and on-shore offices as well as noting the biases that are apparent when arranging JV over cultural boundaries – the differences in inclination of individuals, or the differences in transparency of operations. We will concentrate on these topics in this paper, and the potential fragility of the firm to be a learning organisation.