The choice of appropriate collaborative partners has consistently been reported as a key issue for contemporary managers. This study reports findings from a study which explored the process and criteria of partner selection - how and why partners are chosen. The results show multiple cycles of deal-making, partnership roles and organizational approval. Partner choice criteria focused on partnership requirements, but was influenced by additional factors. These results suggest that partner selection may be much more complex than previously recognized and could be better described as partner negotiation. <br /><br /> The researcher reviewed recent literature on partnerships, decision-making, and partner selection. Concepts from this previous work were updated with data from three initial interviewees experienced in university-industry partnerships. A conceptual Partner Negotiation Model was developed including three cycles of Deal-Making, Organizational Approval, and Partner Role/Selection. Our hypothesized Partner Choice Criteria centred on requirements, but were influenced by resource availability, social network, reputation, politics, and ambiguity. Two Canada-wide distance education consortia were identified as large-scale case studies for investigation of the research theory. A total of 34 informants were contacted. Written business plans, contracts, documents, partner network diagrams and 231 archival e-mails from 36 correspondents were collected and analysed for the two consortia. <br /><br /> The results showed strong support for partner selection included in negotiation cycles of deal-making and organizational approval. Partner choice criteria supported the need to meet documented requirements, but was also strongly influenced by resource availability, social network, and reputation. Additional issues of interest to the interviewees were motivation, operations, unit of partner, self-sustaining income, and integration to one consortium. As well, the Case Study Narratives offered deep, interesting insight into two specific cases of Canadian consortia. <br /><br /> The findings suggest that the formation of partnerships and the process of partner selection are both very complex. This research has provided new insights linking business negotiation concepts with partner selection. A model has been developed for viewing partner selection as negotiation. Three negotiation cycles of deal-making, organizational approval, and partner role/selection have been proposed. The research has identified four criteria that influence why specific partners are chosen ? requirements, resource availability, social network, and reputation. Finally, based on the complexities and issues from this work, a number of ideas for future research have been summarized.

The purpose of this study was to assess the perception held by managers of feed and farm supply stores in Texas regarding the contribution of employee training to the competitiveness of the firm, determine if managers of feed and farm supply stores perceive that employee training can improve their competitive strength, and to determine if they will invest in employee training in order to gain a competitive advantage. The objectives of this study include: describe the operating environment of feed and farm supply stores in Texas; describe feed and farm supply store managers? perception of employee training?s contribution to their firm?s competitive advantage; identify barriers to employee training in feed and farm supply stores; determine Internet availability and potential use for employee training in feed and farm supply stores; and describe the willingness of feed and farm supply store managers to engage in employee training delivered via the Internet. This study employed a descriptive and correlational research design. A selfadministered questionnaire was used to collect data from a sample frame of 305 feed and farm supply stores randomly selected from 1,487 stores in Texas. These stores operate in a demanding, competitive environment that is changing at a rapid pace. They perceive that employee training improves customer satisfaction, contributes to business growth, improves productivity, and increases profits. The skills needed by their employees are increasing and they need training in sales, communication skills, technical knowledge, time management, retail merchandising, marketing, and business management to help the business stay competitive. Barriers to training include not being able to see immediate results, cost, difficulties created when key employees are not on the job, travel distances to attend training, and a lack of training programs relevant to their needs. Over 80 percent of these stores have both computers and Internet access. Managers will allow employees to use these resources for training purposes, encourage participation in online training, and allow their employees to participate in training during business hours. It is recommended that Internet based training programs be developed in sales, communication skills, technical knowledge, time management, retail merchandising, and business management for these small agribusinesses.

Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 48-51). Also available on the Internet.

Thesis (Ph. D.)--Open University. BLDSC no. DX222119.

Thesis (M.Ed.), Memorial University of Newfoundland, 2000. / Restricted until June 2001. Bibliography: leaves 113-120. Also available online.

Originally presented as the author's thesis (doctoral)--University of Gothenburg, 2009. / Includes bibliographical references (p. 123-131).

Thesis (Ph. D.)--Florida State University, 2004. / Advisor: Dr. Thomas L. Hart, Florida State University, School of Information Studies. Title and description from dissertation home page (viewed 6/14/04). Includes bibliographical references.

Thesis (M. Ed.)--Kutztown University of Pennsylvania, 2002. / Source: Masters Abstracts International, Volume: 45-06, page: 2760. Typescript. Abstract precedes thesis as 1 preliminary leaf. Includes bibliographical references (leaves 20-21).

Thesis (Ph. D.)--University of Texas at Austin, 2003. / Vita. Includes bibliographical references. Available also from UMI Company.

Thesis (Ph. D.)--University of Missouri-Columbia, 2000. / Typescript. Vita. Includes bibliographical references (leaves 48-51). Also available on the Internet.