Turning three sides into a Delta at General Motors: Enhancing partnership integration on corporate ventures

Posted On September 27, 2015
Categories Executive Highlights Tags

by Briody, Elizabeth K., S. Tamer Cavusgil, Stewart R. Miller
Long Range Planning 37, no. 5 (2004): 421-434

General Motors had enjoyed global operations that were based on exports, acquisitions, joint ventures and strategic alliances throughout the 20th century. Its global-programme strategy appeared assured. However, the carmaker came unstuck when it came to creating a large-scale collaborative effort involving its own internal units. The Delta Small Car Program, involving three fully internal GM units, was terminated after its goals failed to materialise. The carmaker’s long-standing cultural tradition of autonomy for its units was what made collaboration between them difficult. We examine this GM global programme, placing it in its historical context. Our primary database consists of the perceptions and experiences offered to us by a cross-section of programme participants. By examining partner integration at the working level, we identify insights and offer recommendations pertaining to venture structure and dynamics and their role in venture success.

Learn more