Inter-Organizational Coordination Post-Disaster

This assignment focuses on the complex process of inter-organizational coordination required for successful post-disaster infrastructure recovery. It delves into the challenges organizations face when collaborating during such crises, exploring various strategies and frameworks that can enhance effective resource allocation, communication, and decision-making in these situations. The analysis draws upon academic research, real-world case studies, and relevant online resources to provide a comprehensive understanding of this critical aspect of disaster response.

Inter-Organisational Strategic
Direction

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1 ..........................................................................................................................................1
1.1 Relationship between different partners in development of policy and its impact on
strategies ...............................................................................................................................1
1.2 Contribution of various external factors on the development of inter-organisational
strategy ..................................................................................................................................3
1.3 Role of domestic, national, and multi- national interests in the translation of policy......5
TASK 2............................................................................................................................................5
2.1 Evaluating policy position of different partners involved in implementation of strategies . 5
2.2 Evaluation and solution of tensions and conflicts of interest in the roles of different
partners...................................................................................................................................6
2.3 Developing model for inter-organisational working........................................................7
TASK 3 ................................................................................................................................8
3.1 Key economic drivers of inter- organisational policy and strategy..................................8
3.2 Impact on existing policy commitments of the finance and funding of operational
activities..................................................................................................................................9
3.3 Ways to meet unexpected operational activities..............................................................9
TASK 4 .........................................................................................................................................10
4.1 Reviewing methods and theories of inter-organisational strategic planning .................10
4.2 Alternatives to improve inter- organisational strategic planning and coordination.......12
TASK 5 ...................................................................................................................................13
5.1 Review of various external factors which can make impact on inter-organisational policy
..............................................................................................................................................13
5.2 Forecasting likely future events relating to inter- organisational policy and strategy. . .14
5.3 Innovative solution for achieving better outcome..........................................................14
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................16

INTRODUCTION
Every organisation has some mission and vision which play crucial role in deciding their
short as well as long term strategies. If a company want to attain some targets than they have to
get strong internally because it will help them in facing various challenges. Their are many
business groups in this world who are operating in different industries, they want to expand their
organisation in order to earn more revenue. Diversity is considered as one of the best strategy for
long term survival, it reduces the chances of facing severe loss as if one company fail to give
expected return than other can balance it by providing necessary profit. Stanbic Bank Ghana Ltd
(SBGL) is the part of Standard Bank Group working in Johannesburg, South Africa. They are
strong in their domestic market in Africa but the Standard Bank Group is also running their
business in other countries. This assignment will discuss about policy development and its
impact on an organisation. Analyses of external factors like politics, economy, society etc. will
also become part of this project (Adeoye and Elegunde, 2012). An enterprise has to face conflicts
at the time of implementation of policies, these issues will be explained under this report.
Elements like risk, resources, etc. relating to the markets where cited group is working will be
included for discussion. This file will discuss about inter-organisational strategic planning and its
implementation of various plans. Some research will also get cover under this assignment.
TASK 1
1.1 Relationship between different partners in development of policy and its impact on strategies
An organisation take views of many people before making any plan. Stanbic Bank Ghana
Ltd banking services can share various information with their retail business by taking
permission of Bank of Ghana, this will help to organisation in making and implementing sound
strategies. Their are three main parties in formation of policy, first is top level management,
second is middle level managers and third is employees who work at ground level. If relation
between two sides are strong than organisation can make sound strategy and attain their goals in
an effective manner. In cited organisation, board of directors discuss various problems with
senior managers because they fill the gap between a worker and highest authority of enterprise.
The reason behind continuous success of Stanbic Bank Ghana Ltd is strong relationship between
customers and bank (Bianchi and et. al., 2011). Middle level managers gather data and other
information, they present it in-front of top level management at the time of making policies
1

relating to investment and other major expenditure. Cited organisation organise meeting between
these two sides on continuous basis. They understand that its impact is crucial for the success of
firm because issues relating to employees, reducing cost of operation, etc. can easily get solved if
their connection is strong. Senior manager are considered as the bridge between highest
authorities and the workers at retail stores.
Source: New Journal Article: Inter-Organizational Resource Coordination in Post-Disaster
Infrastructure Recovery. 2017
Strong relation between middle level management and employees can improve overall
health of organisation. Ground staff communicate the demand and expectation of customers to
their seniors so they can make various policies for targeting right consumers by launching correct
products (Calamel and et. al., 2012). Connection between these two sides can help setting
realistic targets, their execution can be done in an effective manner. SBGL is trying to expand
2
Illustration 1: Post-Disaster Infrastructure Recovery

their business in other segments also like insurance. Manager at high post are asking employees
to promote these items so they can implement their policies in an effective manner. Top level
managers can not understand the tactics which hare used at ground level, they have to make
strong connection with the workers who are working at ground level so organisation can get
reviews of customers and make their future plans accordingly (New Journal Article: Inter-
Organizational Resource Coordination in Post-Disaster Infrastructure Recovery, 2017). People
who are working for SBGL are helping their branches in implementing their strategies, they are
providing them necessary information about various sources of funding which competitors of
cited organisation are using in their business.
1.2 Contribution of various external factors on the development of inter-organisational strategy
An organisation has to consider many elements at the time of making any policy. They
can control internal components but an enterprise cannot ignore other factors like economy
politics etc. Following is PESTLE analyses of cited organisation:
Political – SBGL earn most of the revenue from their domestic country i.e. Africa. After
down fall in the world economy, all the branches of this Standard Bank Group are facing issue
like low demand of products and services etc. Top level management of this group understand
that they have to make inter-organisational policy. Cited organisation want to deliver affordable
products and services to their customers. Government of Africa is reducing subsidiary which
they were giving to the farmers, this move will result in low quality raw material because
peasants will reduce standard of an item in order to get same amount of revenue which they were
getting earlier. This will make a negative impact on the business of SBGL as class of finished
goods which they were offering will go down. They have to change their strategy for maintaining
current level of revenue.
3

Source: What is PESTLE Analysis? A Tool for Business Analysis. 2017
Economical – Most of the African countries are facing problem of low economic growth.
Cited organisation is also facing this problem because demand of various commodities are going
down and they have to change their policy for coping up with this issue. SBGL bank is also
suffering from same trouble, top level management of this organisation can adopt a new strategy.
They can order SBGL bank to provide monetary assistance to their retail company because it
will solve problem of low demand for both the firms. Banking segment has significant amount of
contribution in their revenue of cited enterprise, if they connect two different companies than
they can retain their position as a table leader.
Social factor – Top level management of SBGL understand that, nowadays, people are
preferring to use financial services in festive seasons which can help to enjoy their festivals in a
better manner. Demands gain more in this time and it creates a huge pressure on the organisation
to accomplish the needs within a particular time period which can help to the company to earn
more profits by this (What is PESTLE Analysis? A Tool for Business Analysis, 2017).
4
Illustration 2: What is PESTLE Analysis?

Management of this enterprise want to investment in product and services that can help society
in living a better life. They are enhancing services in banking in another markets and mainly in
the rural areas where they can improve their turnover. Highest authority of SBGL understand the
importance of an communication so they are investing more amount in providing affordable
connectivity in it's branches.
1.3 Role of domestic, national, and multi- national interests in the translation of policy
Cited organisation want to hold the top spot in their retail banking sector. They have
strong presence in almost every part of Africa and they are working on capturing more shares in
the present market. Top level management of this organisation understand that they cannot
depend on one country so they have started investment huge sum in other nations. Economy of
Africa is facing a tuff time so cited bank do not like to expand their business in this region, they
are looking towards emerging markets of Africa. Some African countries are ready to provide
some special deduction to this organisation because they understand that this enterprise can
invest huge amount which will enhance number of job in the nation. This can be considered as
one of the main reason which has convinced cited company to enter in country. Other division of
this Standard Bank Group like Finance and insurance is working in small but emerging markets.
They can take support of retail business if this company of group want to enter in more African
region.
TASK 2
2.1 Evaluating policy position of different partners involved in implementation of strategies
SBGL is very strong in their domestic market, they have deep pocket and they are
considered as table leader in their operating industry. This organisation of the cited group is
expanding their business in emerging and they are making various strategies relating to
enhancing their revenue in African market. On the other hand, SBGL bank is running in a joint
venture with Standard bank group. Executives of this organisation cannot make an important
decision without get approval from the management of Bank of Ghana. Retail business of cited
enterprise is working on high production of that products, they want to shift their focus on non
developed market of the Africa. In present scenario, this strategy is giving them extra edge over
their competitors.
5

SBGL bank is not making an policy for expansion, they only want to concentrate on the
present region where they are currently operating. This joint venture is holding one of the top
spot in banking sector of Africa. This organisation of this group has adopted different tactics in
their business. Their main aim is to enhance profit of group by providing affordable goods &
service and they are implementing their their set plans in an effective manner. SBGL is in
partnership with many other organisations in different markets. This firm is dependent on the
business of cited company because they help them in earning high revenue by increasing their
total sales (Kim, Chopik and Smith, 2014).
2.2 Evaluation and solution of tensions and conflicts of interest in the roles of different partners
When two organisations work together, they face various issues which become main
reason of the conflict between both parties. As they are having partnership in their targeted
markets with some stakeholders so they can make an open discussion with them about their
profit sharing. Most of the problem arises when SBGL pay respective share to stakeholders.
They want to receive payment of the goods which they have supplied to the customers of SBGL
in less time. On the other hand, this retail giant want to provide provide quality service to their
customers. They want alteration in their product return policy which is not in favour of their
partner. This can be considered as the prime reason that both parties face tension on frequent
basis.
6

Source: Conflict Stock Photos and Images. 2017
Stakeholders also have their own store which create issues relating to conflict of interest.
Cited organisation argue that their partner is stealing some of their permanent customers by
giving financial services at cheap rate. They are also promoting their brand instead of supporting
the company in which they they are operating in the form of partnership. These issues can be
resolved by evaluating their agreement in regular interval of time so they can do necessary
changes without getting in a situation of conflict. SBGL have many partners, they should not
follow the policy of blind trust and managers of both organisation fail to solve conflict then they
should involve third party for resolving any tension (Conflict Stock Photos and Images, 2017).
2.3 Developing model for inter-organisational working
SBGL bank wanted to provide affordable products to their potential customers, they
could target limited number of buyers by operating their retail stores but through online business,
they are targeting more people. SBGL has some stakeholder which provides support to them to
provide better customer assistance. Both parties are working on an effective model, whenever a
buyer order some product from SBGL they ask their partner to deliver it on the name of cited
organisation. If customer want to replace it than they can ask SBGL to replace it and this
7
Illustration 3: Conflict Stock

company will pass same order to stakeholders. Cited enterprise take respective amount of share
in the profit which is agreed in their contract. Demand of goods in Africa is going down because
of incidents like global downfall in economy and low economic growth (Hahn, Binnewies and
Haun, 2012). Both firms should focus on bring integrity in their relation so they can stop various
problems at the point of its generation and fight with issues relating to less demand.
Thinking of society is changing, they do not like to visit retail outlets of SBGL people do
not want to waste in travelling. They like to use technology in order to buy something because
customers get more choices and products at less price. Both parties should follow some morals
so they can improve their connection and deliver results according to their set plans. They should
revise their contract on yearly basis and try to resolve most of the issues in short period of time.
Log frame can be the system which is adopted by cited organisation, this will help them in
improving the process of planning and support enterprise in implementing their plans effectively.
This tool connected to main elements of a project and focus on their logical link.
TASK 3
3.1 Key economic drivers of inter- organisational policy and strategy
Management of SBGL understand that they can not depend on their domestic market for
a long time. Slow economic growth of Africa is enhancing their present trouble as demand of
various products is going down. Several stakeholders is a partner of cited firm which supply
beauty items like facial cleansers. Top level management of SBGL understand that they can
expand their business by promoting their online store. Government of Africa is focusing on SME
because they can generate jobs at ground level and in tier 2 cites. Cited organisation has adopted
an effective policy, they are trying to increase their sale by focusing on non developed areas of
Africa where they can easily expand their business activities. Stakeholders is helping SBGL in
selling affordable packages to a large number of customers. Brand name can be considered as
one of the most important economic driver. Partner of cited organisation can use image of the
company with whom they are working in order to get more clients.
Rules and regulations made by government can force both parties to make necessary
changes in their contract. Tax rate is another economic driver that can make a huge impact on
inter-organisational strategy. If one of the partner start facing loss because of changes in new tax
system than it can alter relationship between both sides. Technology has changed the way of
8

doing business, cost of money is going down in domestic country of cited organisation. This can
make a positive impact on the current policy of SBGL.
3.2 Impact on existing policy commitments of the finance and funding of operational activities
Two organisation cannot support each other if they do not earn revenue according to their
expectation. Stakeholders of cited organisation who supplies many kind of services on behalf of
the organisation. Both organisation can change their existing relationship in term of financing
and funding. SBGL has deep pockets so stakeholders want them to bear the cost of returned
items and other government formalities. Both companies need to make a contingency funds so
they can cope of with any kind of uncertainty that can arise in business operation (Estampe and
et. al., 2013). Cited organisation can adopt NPV methods because it can provide them
profitability of the venture which will help both parties in making decisions relating to
investment in a project. In present scenario SBGL provide significant amount of share to its
stakeholders but they may have to make necessary changes in their present contract because
number of their partners is increasing and in upcoming time they are only going to work with
those firms who work according to their need.
SBGL is trying to enter in emerging markets, logical framework approach can provide
correct path for planning and evaluating the progress in their international projects. Most of the
countries in Africa are making lucrative policy which is attracting MNCs for investing in this
region. Cited organisation can change their current strategy and focus on these developing
economies because market in these nation are unorganized and purchasing power of people
living in these countries are increasing rapidly (Wootten and et. al., 2014). SBGL can earn more
money by using less funds, this will assist them in getting some extra edge over their competitors
and they can recover their capital expenditure in less time. Logical framework mainly focus on
four areas, first is goals, second is purpose, third is outputs and last one is activities.
3.3 Ways to meet unexpected operational activities
Risk is integral part of any business, every organisation understand that they have to face
various unexpected hurdles at the time of execution of different strategies. Cited enterprise can
make a contingency fund with the help of their partners, it will support them in coping up with
many unpredictable challenges. Provision of this amount should be made at the time of forming
policy for investing in emerging markets. When a company operate in new market, they have to
change their tactics when something unexpected come up. Most of the managers in MNCs
9

believe their they cannot set a plan which will help them in confronting any problem that occur
in their business operations.
Cited organisation can use modern methods of accounting like they can record
depreciation by using sinking fund approach. When a company enter in new market, they focus
long term success. This concept will help SBGL at the time of replacing capital assets. They will
not face any major trouble if there is a need to change fixed assets because of any unpredictable
operational activity. Management of cited organisation need to ascertain all the major risk which
they can confront at the time of executing various strategies. They can do case study and
examine the challenges which other organisations of same industry are facing. Hurdle rate is
significant at the time of analysing any investment (van de Kaade Vries and van den Ende,
2015). Suppose rate of return on a project is 14% and hurdles rate is 10% then manager will
accept a programme.
Troubles are part of business and every organisation has to face it but at the same time
they need to analyse its impact because if number of problems is high then management of an
enterprise should not accept a proposal. Cited organisation can adopt a unique policy in order to
minimise the risk of unpredictable operational activities. Instead of doing capital investment they
can use the revenue which they are earning on yearly basis. This will reduce their growth in a
market but they will not face any huge capital loss as they are not injecting much funds.
TASK 4
4.1 Reviewing methods and theories of inter-organisational strategic planning
Cited enterprise can adopt one or more methods for implementation of their set strategy.
All the approaches has their own merits and demerits so Stanbic Bank Ghana Ltd, can adopt
according to their need and feasibility. Following are four types of strategy:
Deliberate strategy – Most of the organisation follow this approach. Top level
management of a company make tactics for achieving mission of the firm. If all the people
working in an enterprise try to plan various activities then they cannot make a proper strategy,
this can be considered as the main reason that board of directors decide the scheme which they
are going to follow for achieving set targets (Shaw and et. al., 2012). Cost leadership,
Differentiation, focus are some of the generic strategies. First one discuss about reducing cost of
10

operation, second is regarding developing new product and last approach is for focusing on small
market by using both above mentioned action plan.
Emergent strategy – This tactics is very different from above one, unforeseen outcomes
faced by company at the time of execution is used implementation of future plans. This is a
bottom to up approach because workers communicate they unpredictable challenges which they
face at ground level. Cited organisation can think about adopting this methods but they have to
bring some flexibility in their business operations (Schneider and Spieth, 2013). It will help them
in exploiting various opportunities which are present in a market. Managers try to learn new
things from the mistakes which they have committed in past. This is fair and most realistic
approach because all the policies are vulnerable in-front of unpredictable activities so if a
company record and analyse these events than they can make necessary plans for upcoming time.
Scenario-based strategy – Most of the organisations make policy for attaining their set
objectives. They are form some plans and a tactic to follow it but sometimes things do not go
according to their expectation (Bigdeli Kama and de Cesare, 2011). Business environment where
cited organisation is operating changes rapidly. They can use this scenario and grab this golden
change by investment huge amount of money in these nation because in upcoming time they will
generate high amount of revenue (Meehan and Bryde, 2011). Most of the experts of retail
industry believe that Asian and African region will play crucial role in success or failure of many
companies because they are unexplored and unorganized market and their economic growth is
also high. This can be considered as the most effective most for cited organisation because they
are trying to recover from the impact of Brexit. Managers have no idea about the movement of
economy and they are failing to make a good strategy for next 5-10 years.
Economist are trying to analyse its impact but they are not sure about short term changes
in the market demand. Stanbic Bank Ghana Ltd, is also going to invest in India and other Asian
country which is going to be a completely new experience for them (Mukerjee, 2013). In present
scenario, they are no idea about consumer choice and preferences but they can use various
financial and other assistance which is provide by government of these nations. These countries
lack basic infrastructure so they are ready to give special deduction in tax to MNCs who are
going to invest heavy amount. Management of cited bank can use this scenario and make their
strategies accordingly.
11

Resource-based strategy – An organisation has some unique features which provide them
some extra edge over their competitors. Stanbic Bank Ghana Ltd, is a cash rich bank, millions of
people work in this organisation. In this approach, management of an enterprise use their
resources at the time of making various strategy so they can attain their goals in an effective
manner (De Martino and et. al., 2013). Playing in home ground always give competitive
advantage to a firm. Stanbic Bank Ghana Ltd, can make policies for their domestic region on the
basis of tangible assets, it has various branches in different cities. Cited company has deep
pockets so they can think about using this resource for availing various benefits which are
provided by Asian and African government. These nations need infrastructural development,
they also want to generate more number of jobs because they are facing severe trouble relating to
unemployment. This problem can be solved by using available resource of cited enterprise
(Williamson, 2011). They have capacity to develop sustainable infrastructure and they can
provide employment to a large number of people.
4.2 Alternatives to improve inter- organisational strategic planning and coordination
Viable system model (VSM) focuses on self reliance. Cited organisation understand that
they working rapidly changing environment which so they have to reduce their dependence on
other suppliers and partners. If they follow autonomous system than they can improve
organisational communication coordination. Lot of changes are going to happen in business
operating of cited enterprise in upcoming time, they can easily adapt to various changes by
following this model (McCaghy and et. al., 2016). This move will help Stanbic Bank Ghana Ltd,
in building trust amount the customers, they can also enter in emerging economies by reducing
their dependency on various suppliers. Shannon's communication channel is a mathematical
theory made by Claude Shannon, his models talks about basically three things. First is sender,
who provide can be considered as the source of information (McDonald and Crawford, 2012).
Every organisation want to check the reliability of informant because most of the
business decision are taken on its basis. Second is transmission medium where most of the
problem like noise and misrepresentation of message happens. Receiver is the last part of this
process who try to reconstruct the information given by sender. If cited organisation use this
theory then hey can improve coordination between employees which will help them in forming
and implementing various strategies (Mortensen and Arlbjørn, 2012). If they follow apply VSM
and Shannon theory then they can reduce their cost of operating by minimising wastage of
12

resources. Stanbic Bank Ghana Ltd, can establish a better brand name and can take effective use
of its resources to their maximum capacity.
TASK 5
5.1 Review of various external factors which can make impact on inter-organisational policy
Most the newspapers are talking about slow growth of banking sector. Brexit and low
economic growth of UK made a huge impact on present policy and strategy of Stanbic Bank
Ghana Ltd, and their other branches. Exerts of economics believe that initial two- three years
after Brexit is going to be very tuff for most the companies who are operating in Britain. Cited
organisation earn most of their revenue from their domestic market, in upcoming time they have
to change their strategy and think about investing more money in emerging continents like Asia
and Africa. This will help them in attaining their long term goals which is, in present situation,
out of their reach (Carmichael and et. al., 2012). Cited enterprise was not very aggressive in
expanding their business in other nation but they have to make some essential changes in order to
complete with other players of the market.
Most the economic act ivies are writing articles about increasing demand of banking
facilities. According to a report by bank association, current banking sector is doing well in the
country. It is enhancing with a good rate and its total share is rising with a good speed in Britain.
This article also provide a significant information that the sale of non-organic item is declining.
Social want to eat healthy food, they do not like to consume eatables which are made by
chemicals (Martin, 2012). Stanbic Bank Ghana Ltd, must change their current strategy, they
should try offer more banking facilites at an affordable rate because most of their costumers do
not buy these servises due to their high rate. Concentrating on this segment can assist cited
organisation in attaining their middle term goals which is related to sustainable development and
maintaining their current level of revenue. Market share of Stanbic Bank Ghana Ltd, was
continuously going down but last year cited organisation saw a little rise and they successfully
capture good market in the bank industry. This enterprise is trying to increasing their number of
partners in order to provide more strength to their online business, they can achieve this short
term target by adopting latest technology in their company.
13

5.2 Forecasting likely future events relating to inter- organisational policy and strategy
Most of the organisations who are running their business in UK are trying to estimate the
trend and movement of market. Most of the experts of retail industry believe that demand of
consumer bank facilities will remain low for at-least next couple of years. Stanbic Bank Ghana
Ltd, can adopt judgemental forecasting methods, most of the old data which they are storing has
lost its significance after Brexit (Roy and Kovordányi, 2012). Cited organisation will also
focusing on investing more amount in emerging markets like India, China etc. This techniques is
suitable for Stanbic Bank Ghana Ltd, because they do not have much information and data about
these markets and condition of this region is different from the current one where they are
successfully operating. Government of UK will change present tax structure which may make a
negative impact on the performance of cited enterprise.
Demand of bank related options will rise in European region, this firm can make their
policies according to the estimated trend. Stanbic Bank Ghana Ltd, is committed to reduce their
bank cost, they may use new technology for decreasing the amount of pollution (Moraes and et.
al., 2011). Cited organisation has to shift their focus on making more partners who can help them
in timely delivery of their servises. Lot of political and economical changes in global market are
happening in present time, their long term impact is difficult to predict but one thing is clear that
Stanbic Bank Ghana Ltd, and its partners has to understand the changing culture and follow
various norms so they can maintain their positive image in the society. Judgemental forecasting
method is appropriate for coping up with unpredictable challenges which cited organisation is
going to face in upcoming time.
5.3 Innovative solution for achieving better outcome
Most the companies face fear of uncertainty, Brexit brought the same concern for many
enterprises. This problem can be solved by taking one step at a time (Kramer and et. al., 2011).
Cited organisation should make a contingency fund so they can receive deal with various
unpredictable challenges in an effective manner. Stanbic Bank Ghana Ltd, have to invest huge
sum in emerging market if they want to maintain their dominance in domestic and international
market. If they start investing in Asian and African region in current time then they will earn
high amount of revenue in upcoming time (Ray, 2015). Instead of making any long term plan,
management of cited enterprise should try to adopt scenario based strategy formation technique.
They will face different kind of challenges in various countries where they are going to invests.
14

Some of their partners will have high bargaining power while other can be influenced easily.
Instead of investing in unknown countries, if Stanbic Bank Ghana Ltd, focus on their current
market than they can overcome most of their problems.
Global business environment is continuously changing, people want to use effective and
price controlled servises and they like to buy product from a company who fulfil their
responsibility towards society. Judgemental forecasting may not work in an unknown market
where cited organisation will enter in upcoming time (Kogg and Mont, 2012). A single solution
cannot work in every nation so Stanbic Bank Ghana Ltd, have to take decision according to the
scenario which is present in a country. Resource based strategy is another good option for this
firm, they have deep pocket so they can take benefit of this strength. Most of the government in
developing nations are inviting them for investment so instead of finding a partner for joint
venture they enter in these markets without taking any external support.
CONCLUSION
From the above report, it can be concluded that there are various external factors which
can make a huge impact on inter-organisational strategy. An enterprise who is operating in more
than one country have to face different challenges regarding fulfilling formality that is present in
a nation. Conflicts of interest that arises between two partners can be resolved by setting some
ground rules which has two be followed by every side. Log frame is an effective system which
provide great assistance in planning process. Political, economical and social factors are
considered at the time of forming various policy. Their are several economic drivers which have
capacity to change the inter-organisational strategy. Funding for new investment is a challenge
for every enterprise. They try to find appropriate sources for financing, companies like Stanbic
Bank Ghana Ltd, use their deep pocket at the time of entering a new market. Role of strategic
planning is significant attaining long term objectives. Their are various models like VSM which
can increasing production capacity of a firm and reduce their dependence other partners.
Scenario and resource based strategy formulation would be most suitable planning tool for cited
organisation.
15

REFERENCES
Books and journals
Adeoye, A. O. and Elegunde, A. F., 2012. Impacts of external business environment on
organisational performance in the food and beverage industry in Nigeria. British Journal
of Arts and Social Sciences. 6(2). pp.56-65.
Bianchi, M. and et. al., 2011. Organisational modes for Open Innovation in the bio-
pharmaceutical industry: An exploratory analysis. Technovation. 31(1). pp.22-33.
Bigdeli, A.Z., Kamal, M.M. and de Cesare, S., 2011, October. Inter-organisational electronic
information sharing in local g2g settings: a socio-technical issue. In ECIS (p. 79).
Calamel, L. and et. al., 2012. Inter-organisational projects in French innovation clusters: The
construction of collaboration. International Journal of Project Management. 30(1).
pp.48-59.
Carmichael, L. and et. al., 2012. Integration of health into urban spatial planning through impact
assessment: Identifying governance and policy barriers and facilitators. Environmental
Impact Assessment Review. 32(1). pp.187-194.
De Martino, M. and et. al., 2013. Logistics innovation in seaports: An inter-organizational
perspective. Research in Transportation Business & Management. 8. pp.123-133.
Estampe, D. and et. al., 2013. A framework for analysing supply chain performance evaluation
models. International Journal of Production Economics. 142(2). pp.247-258.
Hahn, V. C., Binnewies, C. and Haun, S., 2012. The role of partners for employees' recovery
during the weekend. Journal of Vocational Behavior. 80(2). pp.288-298.
Kim, E. S., Chopik, W. J. and Smith, J., 2014. Are people healthier if their partners are more
optimistic? The dyadic effect of optimism on health among older adults. Journal of
psychosomatic research. 76(6). pp.447-453.
Kogg, B. and Mont, O., 2012. Environmental and social responsibility in supply chains: The
practise of choice and inter-organisational management. Ecological Economics. 83.
pp.154-163.
Kramer, J. P. and et. al., 2011. Intangible assets as drivers of innovation: Empirical evidence on
multinational enterprises in German and UK regional systems of
innovation. Technovation. 31(9). pp.447-458.
Martin, B. R., 2012. The evolution of science policy and innovation studies. Research
Policy. 41(7). pp.1219-1239.
McCaghy, C. H. and et. al., 2016. Deviant behavior: Crime, conflict, and interest groups.
Routledge.
McDonald, J. and Crawford, I., 2012. Inter-organisational post-crisis communication: Restoring
stakeholder confidence in the UK oil industry safety regime following two helicopter
incidents. Corporate Communications: An International Journal. 17(2). pp.173-186.
Meehan, J. and Bryde, D., 2011. Sustainable procurement practice. Business Strategy and the
Environment. 20(2). pp.94-106.
Moraes, C.L. and et.al, 2011. Severe physical violence between intimate partners during
pregnancy: a risk factor for early cessation of exclusive breast-feeding. Public health
nutrition. 14(12). pp.2148-2155.
16

Mortensen, M. and Arlbjørn, J., 2012. Inter-organisational supplier development: the case of
customer attractiveness and strategic fit. Supply Chain Management: An International
Journal. 17(2). pp.152-171.
Mukerjee, K., 2013. Customer-oriented organizations: a framework for innovation. Journal of
Business Strategy. 34(3). pp.49-56.
Ray, P. ed., 2015. Mesoscale meteorology and forecasting. Springer.
Roy, C. and Kovordányi, R., 2012. Tropical cyclone track forecasting techniques―A review.
Atmospheric research. 104. pp.40-69.
Schneider, S. and Spieth, P., 2013. Business model innovation: Towards an integrated future
research agenda. International Journal of Innovation Management. 17(01). p.1340001.
Shaw, E. K. and et. al., 2012. The role of the champion in primary care change efforts: from the
State Networks of Colorado Ambulatory Practices and Partners (SNOCAP). The Journal
of the American Board of Family Medicine. 25(5). pp.676-685.
van de Kaa, G., de Vries, H. J. and van den Ende, J., 2015. Strategies in network industries: the
importance of inter-organisational networks, complementary goods, and
commitment. Technology Analysis & Strategic Management. 27(1). pp.73-86.
Williamson, E.A., 2011. An evaluation of inter-organisational information systems development
on business partnership relations. Operations Management: A Modern Approach, 90.
Wootten, A. C. and et. al., 2014. The impact of prostate cancer on partners: a qualitative
exploration. Psycho
‐Oncology. 23(11). pp.1252-1258.
Online
New Journal Article: Inter-Organizational Resource Coordination in Post-Disaster
Infrastructure Recovery. 2017. [Online]. Available
through :<http://aaronopdyke.com/portfolio/new-journal-article-inter-organizational-resource-
coordination-in-post-disaster-infrastructure-recovery/>. [Accessed on 13th September 2017].
What is PESTLE Analysis? A Tool for Business Analysis. 2017. [Online]. Available
through :<http://pestleanalysis.com/what-is-pestle-analysis/>. [Accessed on 13th September
2017].
Conflict Stock Photos and Images. 2017. [Online]. Available
through :<https://www.123rf.com/stock-photo/conflict.html>. [Accessed on 13th September
2017].
17