ABSTRACT
This chapter describes the characteristics that define these collaborative networks, discusses the challenges presented by these forms of relationship, suggests a strategy to achieve effective collaboration and makes recommendations to kick-off partnership and to concentrate on interfaces during the project execution. Many organisations form strategic alliances and partnerships to access specific markets, to obtain capital resources or sponsorship, or to share R&D and manufacturing skills. The relationship is sealed around a group of programs or projects. A seamless exchange of information is essential for these initiatives to be successful. When managing a program or project that is part of a project-centred collaborative network, one must understand the main challenges that may exist in such a relationship. Castells suggests that organisations are evolving from multinational enterprises to international networks, which include large corporations and a series of small and medium business, each in a different country and organisational culture, all with a shared mission to be achieved within a limited timeframe.
