THE RATIONALE FOR PARTNERING Clause Samples

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. ▇▇▇▇▇▇▇▇▇ and ▇▇▇▇▇▇▇▇ (2012: 1) affirm that partnerships are a central ▇▇▇▇▇ 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 (▇▇▇▇▇▇▇▇ and Mohan 2013: 3). Appropriate decisions linked to partner selection and alliance governance positively affect the likelihood of success of every alliance (▇▇▇▇ and ▇▇▇▇▇ 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 ▇▇▇▇▇▇▇▇▇, ▇▇▇▇▇, 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 ▇▇▇▇▇▇, Bosona, ▇▇▇▇▇▇▇▇, Gebresenbet and Ljungberg (2012: 374), calls the “Triple Bot...