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1、Chapter2ManagementofAllianceNetworkattheFormationStage1AllianceNetworkStructureastheKeyDeterminantofItsManagementAlliancenetworks,asagreementsimplementedfortheexecutionofcertaingoals,requireanadequatestructure.Thechoiceofthestructureisregardedasthekeydeterminantofmanagement.
2、Themainproblemisassociatedwiththeselectionofastructurewhichmeetstheneedsofitsmembers.1.1FormalStructureVersusInformalStructure:Conditions,AdvantagesandDisadvantagesWhenbuildingmanagementstructures,alliancenetworksactdifferentlythansinglecompanies.Asthecompanydevelops,itsmana
3、gementstructuretendstoconsolidateandstabilise,especiallywhenitentersthestockexchange.Thenet-workstructureismoresmoothandßexible,withafrequentneedtochangeitsnatureasthenetworkgrowth.Theevolutionofanetworkmanagementstructuremostlycomprisestwoapproaches:1.Addingfurthermanagemen
4、tstructure.Theuniversalprincipleisthatanynewrelationshiprequiresmoreattentionfromtopmanagementattheinitialstageoffunctioning.Inpractice,itisoftenquitetheopposite.2.Involvementofthetopmanagers.Theparticipationofthehighestlevelman-agersplaysanimportantroleinensuringtheproperfu
5、nctioningofthenetwork.Theillusionisanimpressionthatstructuresarealreadyestablishedandlackofsupportfromtopmanagementwillnothaveanegativeimpactonthenetworkoperations.However,ifanalliancenetworkislarge,andthecompetitioninsideisintense,itisusefultocreateaformalstructureinorderto
6、manageit.ThisisbecausetheW.SrokaandŠ.Hittmr,ManagementofAllianceNetworks,SpringerBriefsinBusiness,29DOI:10.1007/978-3-642-34246-2_2,ÓTheAuthor(s)2013302ManagementofAllianceNetworkpartnersaregiventheopportunitytoestablishcommongoalsandprinciples.Basically,therearethreetypesof
7、structureswhichmanagethenetwork:•GeneralMeeting.•Coreandperipheralbusiness.•Networkmanagementbyaleadingcompany(Bamfordetal.2003:241Ð243).ManagementofanetworkbyGeneralMeetingisadvisableinnetworkswheretherearealargenumberofcompanieswithdifferentskills,inwhichthereisnodominantc
8、ompany,andoneofthemwantstoclearlydeÞneitspositionasaleader.Thismethodofnetw
