Please download below attachment for all information & References  Presentation of Analysis and Synthesis of Research  Your presentation should contain the following elements: · Incorporation and anal

Course: DDBA 8580 The New HR The Savvy Strategic Partner

Assignment 1: Presentation of Analysis and Synthesis of Research

If you have been assigned to be a Presenter this week, please review and complete the following assignment by Day 7 of Week 2. If you have been assigned the role of Participant this week, you should proceed to Discussion 1 on the course navigation menu.

At professional conferences, blocks of time may be set aside for what are termed “poster sessions.” A hotel ballroom or large open area will be ringed with individuals who use displays such as posters or electronic presentations displayed via projectors. These sessions provide an opportunity to share one’s research, in an intimate setting, with a small group gathered around who share a similar interest. The seminar format of this course is very similar to this academic exchange. During one 2-week unit of study, you will be appointed as a Presenter. If you are one of the Presenters for this 2-week unit, you are to prepare an academic presentation much like a poster session.

As the Presenter for this 2-week unit, based on your own prior knowledge and current research, you will present a 7- to 10-slide PowerPoint presentation on strategic partnerships and alliances. Your goal will be to persuade your colleagues that there are/are not limitations to the use of certain approaches in attaining strategic capabilities based on organizational size.

You should strive to be as persuasive as possible that the specific concepts you have reviewed are exciting research avenues, and that they are potentially breakthrough areas in the understanding of how to be a savvy strategic HR partner, from using a gap analysis to contrast internal and external talent, knowledge, and services, to defining the leadership role of the HR professional within the strategic framework of the sustainable organization.

Your presentation should contain the following elements:

• Incorporation and analysis of the Required Resources from this 2-week unit

• Incorporation and analysis of at least three additional resources from the Walden Library

• Identification of principal schools of thought, tendencies in the academic literature, or commonalities that define the academic scholarship regarding your topic

• Evaluation of the main concepts with a focus on their application to management practice and their impact on positive social change

• Incorporation of the Learning Objectives from this 2-week unit

By Day 7 of Week 2

Post your 7- to 10-slide PowerPoint presentation.

My Note : Please check suggested outline for PPT

(I have attached Week 2 resources/references below)

Required Readings

Baloh, P., Jha, S., & Awazu, Y. (2008). Building strategic partnerships for managing innovation outsourcing. Strategic Outsourcing: An International Journal, 1(2),100–121. doi: 10.1108/17538290810897138

In a business environment characterized by the development of deep, niche expertise in a particular domain, businesspartnerships can provide a source of innovative rejuvenation by outsourcing the innovation to business partners who have complementary skills and expertise. This paper addresses a critical challenge, which the organizations are currently facing: How do you manage outsourcing of innovation to business partners effectively while maintaining your strategic competitiveness?

Bowen, R. (2011). Looking for gaps: Walking through a sample analysis. Bright Hub PM. Retrieved from http://www.brighthubpm.com/methods-strategies/76008-looking-for-gaps-walking-through-a-sample-analysis/ 

Bright Hub PM is a readily accessible website offering open source software, information, methodologies, and templates—primarily targeting the project management field.

Buckles, J. F. (2011, September). Understanding the benefits and challenges of strategic alliances. Franchising World, 43(9), 48–49. 

This article discusses the advantages and disadvantages of strategic business alliance relationships. The opportunity to offer supplementary services is cited as one of the most attractive benefits of an alliance. Other benefits mentioned are opportunity to reach new markets, increased brand awareness, and access to new customer bases. The potential challenges to a strategic alliance include the choice of an ideal partner, upholding trust and honesty, and knowing when to reassess the alliance.

Coase, R. H. (1937). The nature of the firm. Economica, 4(16), 386–405. doi: 10.1111/j.1468-0335.1937.tb00002.x Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1468-0335.1937.tb00002.x/pdf 

This article looks at the gap in economic theory based on an assumption made to infer that resources are allocated based on price and an assumption made to infer that the allocation is dependent on the entrepreneur-coordinator. 

Freiling, J., Gersch, M., & Goeke, C. (2008). On the path towards a competence-based theory of the firm. Organization Studies, 29(8–9), 1143–1164. doi: 10.1177/0170840608094774 

This article provides a framework for a competence-based theory of the organization, while considering competing models of a resource-based theory. Market process heory is also discussed. The authors stress the role of entrepreneurship, dynamic capabilities, and competencies.

Gupta, A. K., & Wang, H. (2011, August 27). Partnering up the smart way. South China Morning Post, Business. Retrieved from http://www.scmp.com/article/977294/partnering-smart-way 

More than half of business alliances fail within 24 months. To avoid business alliance failure, the authors of this article stress: defining charters narrowly, picking partners with low conflict risk, letting strategic logic drive decisions, and being mindful of the relationship.

Long, C. S., & Ismail, W. K. W. (2012). The HR specialist as an agent of change: Skills that open up a place at the company’s top table. Human Resource Management International Digest, 20(2), 24–29. doi:10.1108/09670731211208166 

Drawing on the HR literature, this paper enumerates the skills that HR specialists should seek to develop. This paper highlights the importance of culture management, effective relationship and communication skills, good human-resource development practices, performance-management skills, value-chain knowledge, conflict-management skills, and the ability to use the latest information technology in order to make HR specialists more valuable members of their organizations’ top teams during periods of change. 

Mehta, S., & Peters, L. S. (2007). Outsourcing a core competency. Research Technology Management, 50(3), 28–34. 

Data from contract research organizations (CROs) and pharmaceutical companies show an increasing amount of outsourcing of biostatistics in clinical trials. The sharing of these big pharma “best practices” with the CROs is a competitive advantage for smaller competitors. It is possible that, over time, an accumulation of critical resources and tacit knowledge could enable the CRO to eventually become a competitive player in the drug development process.

Mitchell, J. R. (2004). Strategic alliances[White paper]. Retrieved from http://www.jerryrmitchell.com/SearchbyCategory.aspx?cid=5027&name=Partnering 

According to the author, one great way to grow a small business is to build a positive relationship with another business. Even though this concept has resulted in countless business alliances around the world, some data indicates that seven out of 10 partnerships fail. The author stresses that strategic alliances must be built on shared mutual interests. 

Peng, T. A. (2011). Resource fit in inter-firm partnership: Intellectual capital perspective. Journal of Intellectual Capital, 12(1), 20–42. doi: 10.1108/14691931111097908 

Previous studies on strategic alliance and network have not paid sufficient attention to resource fit based on intellectual capital perspective. This study aims at understanding the input resources and transformation in a dyadic inter-firm partnership, given different types of value logics. 

Santora, J. C. (2008). How to build a framework for strategic alliances. Nonprofit World, 26(6), 15–17. 

The author focuses on the importance of trust between potential alliance partners. He describes a framework by which a particular organization can determine if another might make a successful alliance partner. 

Saxena, K. B. C., & Bharadwaj, S. S. (2009). Managing business processes through outsourcing: A strategic partnering perspective. Business Process Management Journal, 15(5), 687–715. doi: 10.1108/14637150910987919 

The purpose of this paper is to discuss business processes as building blocks of organizational capabilities and outsourcing of business.