Nalysis of Strategic Alliances or Value Opportunities Part II

Discussion: Shared Practice: Analysis of Strategic Alliances or Value Opportunities

Respond by Day 5 to two or more of your colleagues as follows:

Provide additional insights or contrasting perspectives based on your own experience, the resources for the week and additional research.

Note: Be sure to respond to colleagues who posted different articles than you reviewed.

REFERENCES:

Zimmerman, J. L. (2014). Accounting for decision making and control (8th ed.). New York, NY: McGraw-Hill.
Chapter 14, a?Management Accounting in a Changing Environmenta? (pp. 608a 633, 648a 649)
Case 14-1, a?Global Oila? (pp. 648a 649)

Joseph, G. (2009). Mapping, measurement and alignment of strategy using the balanced scorecard: The Tata Steel case. Accounting Education, 18(2), 117a 130. Retrieved from the Walden Library databases.
This case study illustrates the use of the balanced scorecard by using a real-life situation and information gathered from the firmas internal accounting processes. Special attention is given to the strategy map and measurement aspects of the balanced scorecard.
Kaplan, R. S., Norton, D. P., & Rugelsjoen, B. (2010, January). Managing alliances with the balanced scorecard. Harvard Business Review, 88(1/2), 114a 121. Retrieved from the Walden Library databases.
The authors of this article examine the balanced scorecard approach as applied to a successful strategic alliance of two companies. A study by McKinsey & Company regarding the yield returns of joint ventures is used as a basis for discussing the balanced scorecard in this article.
Maitland, E., & Sammartino, A. (2012). Flexible footprints: Reconfiguring MNCs for new value opportunities. California Management Review, 54(2), 92a 117. Retrieved from the Walden Library databases.
Through examples from multi-national companies (MNCs), the authors of this article presented a decision making tool that can aid executives as they move toward value opportunities.