THE RATIONALE FOR PARTNERING Sample Clauses

THE RATIONALE FOR PARTNERING. In this section, the rationale for partnering is discussed. The discussion will explore potential benefits for partnering which include, inter alia, ease of market entry; shared risks; shared knowledge and expertise, as well as synergy and competitive advantage. Organisations enter into partnerships for different reasons and lengths of time. Partnering allows business enterprises to establish strategic relationships with their suppliers and trading partners in order to set mutually beneficial goals and share business processes and information. Xxxxxxxxx and XxXxxxxx (2012: 1) affirm that partnerships are a central xxxxx to get to grips with complex, rapidly changing issues related to agricultural and rural development; and also, they are a necessity if it is to achieve greater outreach and expanded impact in terms of rural poverty reduction, with limited resources. Partnering is also driven by a clear understanding of mutual objectives and co-operative decision-making by a number of firms who are all focused on using feedback to continuously improve their joint performance (Xxxxxxxx and Mohan 2013: 3). Appropriate decisions linked to partner selection and alliance governance positively affect the likelihood of success of every alliance (Xxxx and Xxxxx 2009: 50). According to Stobart (2010: 4), organisations need to develop close, mutual relationships and also to develop greater clarity in terms of the purpose and nature of individual partnerships, and of their overall approach to partnerships in practice, especially where minimal funding is involved. According to Xxxxxxxxx, Xxxxx, and de Man (2010: 60), organisations do not enter into partnerships because of a business interest for the business partners only, but also because of a gain in terms of the goals of the partnering parties, for example, realising social or ecological aims and standards. The authors cite an example of environmentally or socially motivated organizations who represent the ‘‘interests’’ of ecology, workers, affected populations, and so forth. According to Stobart (2010: 4), such partnerships for sustainability imply that organisations can achieve more by working with partners rather than on their own despite any differences in activities or beliefs. Partnering is based on a firm’s simultaneous pursuit of economic prosperity, environmental quality, and social equity, which Elkington (1999), cited in Xxxxxx, Bosona, Xxxxxxxx, Gebresenbet and Ljungberg (2012: 374), calls the “Triple Bot...
Sample 1
AutoNDA by SimpleDocs

Related to THE RATIONALE FOR PARTNERING

  • Professional Meetings Employees should be encouraged to and may, with the approval of the supervisor, attend professional meetings, conferences, and activities. Subject to the availability of funds, the employee's expenses in connection with such meetings, conferences, or activities shall be reimbursed in accordance with the applicable provisions of State law and university rules.

  • Advisory Board (a) The Managing Member may establish an Advisory Board comprised of members of the Managing Member’s expert network and external advisors. The Advisory Board will be available to provide guidance to the Managing Member on the strategy and progress of the Company. Additionally, the Advisory Board may: (i) be consulted with by the Managing Member in connection with the acquisition and disposal of a Series Asset, (ii) conduct an annual review of the Company’s acquisition policy, (iii) provide guidance with respect to, material conflicts arising or that are reasonably likely to arise with the Managing Member, on the one hand, and the Company, a Series or the Economic Members, on the other hand, or the Company or a Series, on the one hand, and another Series, on the other hand, (iv) approve any material transaction between the Company or a Series and the Managing Member or any of its Affiliates, another Series or an Economic Member (other than the purchase of interests in such Series), (v) provide guidance with respect to the appropriate levels of annual fleet level insurance costs and maintenance costs specific to each individual Series Asset, and review fees, expenses, assets, revenues and availability of funds for distribution with respect to each Series on an annual basis and (vi) approve any service providers appointed by the Managing Member in respect of the Series Assets.

  • SCHOOL STAFF COMMITTEES 1. If the majority of the teaching staff in the school so decide, there shall be established a recognized staff committee in that school.

  • After School Meetings 1. The parties agree that attendance at three (3) PTA meetings or Open Houses shall be required. Employees serving in more than one (1) school building shall not be required to attend more than three (3) meetings. The employee and respective school principals shall arrange an appropriate visitation schedule at alternating sites. The employee will be available for all students under his/her supervision. Attendance at additional PTA meetings shall be by mutual agreement between the faculty and the principal.

  • Professional Memberships Each employee is eligible for reimbursement for membership fees or dues paid for the maintenance of a license required to perform employee’s job and for dues paid for membership in one additional job related professional association.

  • Professional Development Fund A budget item equal to one-half (½) of one (1) percent of employees' salaries shall be set aside annually to be used to:

  • Faculty Meetings Principals shall have the authority to schedule necessary faculty meetings; however, such meetings shall be as brief and well planned as possible. Such meetings shall be used for purposes that cannot be accomplished effectively through other means. Faculty meetings shall be scheduled in a manner that impacts teacher planning time to the least degree possible. If more than one faculty meeting is held in a month, the purpose of the meeting shall be announced to the faculty in advance.

  • Clinical Management for Behavioral Health Services (CMBHS) System The CMBHS is the official record of documentation by System Agency. Grantee shall:

  • Independent Non-Executive Directors Xx. Xxxxxx Xxx Xxxx, Mr. Xxx Xxxxxxx and

  • Professional Development Committee There shall be a Professional Development Committee composed of at least two (2) representatives of the Association and an equal number of representatives from the Hospital. Each party may have alternates to replace a member from time to time.

Time is Money Join Law Insider Premium to draft better contracts faster.