CMNS3320 Global Trends In Media And Communication

In this portion of the assignment, an article review has to be prepared in terms of the provided article. The article was published in the Harvard Business Review. The name of the article is ‘When Senior Managers Won’t Collaborate’ and the author of the article is Heidi K Gardner. In this article, the focus is on the need for collaboration in the modern day business that has expanded through the global market. The modern day business experts suggest that the modern day business is no longer confined within the territory of a single country. It must look up to the larger scenario that lies ahead in front of them. The customers over the countries may like one business brand and their products and they might aspire that they had a showroom or an outlet in their country as well. It is, therefore, very important for the business industries to grow and expand so that their profit and their share margin can have a rise as well. The collective expert talents should always cater to the needs of the customers and it needs a better collaboration between the leading business concerns all around the world.

This kind of collaboration in the business field can inspire the greater range of customers, invoke the brand loyalty for the business organizations and naturally their business profits will increase in the process (He, Li and Harris 2012). The idea of collaboration is though a very good idea to bring more profits but very often it is not possible for the managers and the senior officials to make that. Some critics say after a thorough research in the field across many sectors and barriers that there are many barriers that prevent those people from collaborating with the other firms. There are many benefits to the firms in case of collaborating because The impact of cross-border engagement is an important one because it involves various risks and threats when the multinational companies merge up to deliver a seamless service to their customers for a better customer feedback (Sigala 2012).

The importance of collaboration for an individual is also very important because in a team combined work, the results and goals are reached at a positive point when the members of the team share their works and it can reach their goals very easily in a lesser time (Galegher, Kraut and Egido 2014). The number of client referrals also goes up if they employees team up and share their expertise in different circumstances. The partnership between the employees also help to raise the employee profile because it is always beneficial to discuss and solve the problems in a team so that the different partners can suggest different ways and the best possible way can be implemented.

Another important thing in the collaborative business is the cross-disciplinary culture (Nicolini, Mengis and Swan 2012). It is very important because it prevents the business firms and professionals from facing the losses. There are many factors that are responsible behind not getting this collaboration thing done. These things are the organizational structure, compensation system and the variety of cultures. The prospect of the employee or partner satisfaction is also important in this aspect because the partners want recognition of their work and they do not want to be at the gun point or at the receiving point of the late night workings.

This is a very important question in the context because international merging between the multinational companies is a common trait now and the bigger companies are very likely to merge to have a better reputation worldwide.

It is also a valid question since many objections have been arisen in the context of the companies getting merged. There are certain issues that have prevented the companies from being merged.

This is an important question since the firms have shown a good rise in the profit of the organization and the risk factors have gone down surely. The benefits achieved through this practice might attract many firms to make collaborations.  

It is, therefore, very important to highlight on the fact of the individual benefits that are caused by the collaborating business (Majava, Isoherranen and Kess 2013) If the partners are not satisfied with the process and the working style, this practice will be in great problem.

The first question talks about the need for the collaboration of the global markets that have gained some reputation worldwide. This practice has been implemented for some time now, seeing the different positive aspects in that. The records have shown that people want more quality and authentic products from the business organizations (O'Shaughnessy 2013) It would be greatly advantageous for them if they can get it under the same roof. As it is not possible for a single company to produce all the needs of the customers, they want to collaborate with another kind of service providers to cater to the customer needs. It is, therefore, an evident issue in the contemporary business practice.

The practice of the collective expertise has spread in the modern business markets (Brennan 2014). The market economy has also shown a good improvement in the recent times because of the business collaborations. The loyalty towards their clients, their brand equity and their stakeholders are also gained from the collaborative business strategies. This has also increased their business overturns over the years and helped the organizations to flourish as they can capture a greater market and customer base by means of partnership ventures.

The second question here is a very pertinent one because the role of the senior managers and the officials is very significant in any kind of decision making (Ford and Richardson 2013). If the senior managers do not want to get engaged in this practice they surely have some evident reasons that work behind their decision making. The organizations might get a competitive edge over their rivals but there are some strong argument that lies in the contrary position.

The collaboration in the business practice is definitely a cross-cultural issue and it requires more time and energy to tackle the complexities that may arise from the business deals and decisions (Caligiuri and Tarique 2012). Many global managers and senior officials do not want to invest that much time and energy on the collaborative work because they want to invest that time in their own practices and they could earn fruitful results through them than engaging in such practices.

 It is very evident that the professional firms always want individual firms than collaborative ones because the cross-cultural issues get in the way of a proper management and the impact of compensation systems and organizational structure (Fan, Wong and Zhang 2013). The junior managers and associates do not want to mix up with the cross-cultural affairs because there are sufficient risks of losing their places in a global business competition.

The practice of collaboration in business can help the organizations to grow and benefit from the policies taken and the shared profits of the partners. The clients can generate a big number of annual averages of the revenues if the client engagement in the partnership is more. The value of the cross-specialty work is less likely to draw the competition that is based on price. Cross-specialty work is harder in many prospects and it is complex as well (Harkiolakis and Halkias 2016). The reason for collaborating in business is not just the cross-selling services, but it focuses on to create an additional value.  The scenario can be created that the collaborating groups will serve their clients and they can bill a higher amount as all the groups will be able to earn much more than expected. It is also relevant that when these organizations deliver seamless services, they are able to spread across their national borders.

Another important aspect, according to the provided article, is that the group or collaborative business can earn more benefits if their branches are operated at many countries than being operated in one single country. When the more partners serve the client across several countries, the client becomes ‘institutionalized’ in the perspective of the organization (Shafritz, Ott and Jang 2015). It means that the particular client is owned by that group of companies. In case, any client departs from the scenario, he or she would not be able to take other clients with him or her.    

The question of individual benefit and partner satisfaction is a very important aspect in the business management (Weske 2012). The primary goal for every business is to make profits and satisfy their customers. The profits are made not only in the aspects of the organizations, but also in aspects of the personal level. All the individuals who are associated with collaborating business groups will also profit in the same manner as the organizations make.

Some cases may arise in case of collaboration that the team partners always know each other and the way each of the partners want to operate. They are always aware of the fact in which way the other is going to proceed. According to these understandings, the partners can refer works to the other partners and this would be very helpful to earn more profits. The market economy thus can be captured by the partnership effects (Mander 2014).  The partnership works always expand by expertise in a particular field of work. The partners can wait for the perfect time to send referrals and thus they will be able to earn more profits using the channels.  

In the concluding part, it can be said that world business environments are changing in great ways and it is very essential to keep track with the recent changes taking place in the entire business industry. All the individuals and organizations should be aware of the pros and cons of the new trends of the world business environments. The practice of collaboration in global business is increasing but the organizations should always take steps by assessing the business markets. The pros and cons should be kept in mind before taking decisions.

Brennan, R., 2014. Business-to-business Marketing (pp. 83-86). Springer New York.

Caligiuri, P. and Tarique, I., 2012. Dynamic cross-cultural competencies and global leadership effectiveness. Journal of World Business, 47(4), pp.612-622.

Fan, J.P., Wong, T.J. and Zhang, T., 2013. Institutions and organizational structure: The case of state-owned corporate pyramids. Journal of Law, Economics, and Organization, 29(6), pp.1217-1252.

Ford, R.C. and Richardson, W.D., 2013. Ethical decision making: A review of the empirical literature. In Citation classics from the Journal of Business Ethics (pp. 19-44). Springer Netherlands.

Galegher, J., Kraut, R.E. and Egido, C., 2014. Intellectual teamwork: Social and technological foundations of cooperative work. Psychology Press.

Harkiolakis, N. and Halkias, D., 2016. E-negotiations: networking and cross-cultural business transactions. CRC Press.

He, H., Li, Y. and Harris, L., 2012. Social identity perspective on brand loyalty. Journal of Business Research, 65(5), pp.648-657.

Majava, J., Isoherranen, V. and Kess, P., 2013. Business collaboration concepts and implications for companies. International Journal of Synergy and Research, 2(1-2), p.23.

Mander, J., 2014. The case against the global economy: and for a turn towards localization. Routledge.

Nicolini, D., Mengis, J. and Swan, J., 2012. Understanding the role of objects in cross-disciplinary collaboration. Organization Science, 23(3), pp.612-629.

O'Shaughnessy, J., 2013. Patterns of Business Organization (RLE: Organizations). Routledge.

Shafritz, J.M., Ott, J.S. and Jang, Y.S., 2015. Classics of organization theory. Cengage Learning.

Sigala, M., 2012, October. Web 2.0 and customer involvement in new service development: A framework, cases and implications in tourism. In Web (Vol. 2, pp. 25-38).

Weske, M., 2012. Business process management architectures. In Business Process Management (pp. 333-371). Springer Berlin Heidelberg.