企业战略联盟风险防范体系的架构研究

在对企业战略联盟存在的风险及规避措施进行理论透析的基础上,给出了企业战略联盟伙伴选择机制的权值排序模型。提出了企业战略联盟的3种风险防范整合架构,并论述了三者之间的相关关系。最后通过实例对企业战略联盟伙伴选择机制的权值排序模型和风险防范整合体系进行了验证。     

R&V非竞争性战略联盟:战略联盟的全新模式——基于绿盛集团和天畅公司的案例研究

R(reality现实)&V(virtuality虚拟)非竞争性战略联盟是将传统现实企业与虚拟网络企业纳入到同一联盟中,通过核心资源的嵌入式共享,实现两者的深度融合,从而使联盟各方获得共赢的全新战略联盟模式.通过绿盛-天畅R&V联盟案例的研究,对R&V非竞争性战略联盟的内涵、特点进行了阐述,并指出该战略联盟将在创新经济时代成为整合全球闲置资源,转变经济增长方式的全新商业模式.     

R＆V非竞争性战略联盟：战略联盟的全新模式——基于绿盛集团和天畅公司的案例研究

R(reality现实)&V(virtuality虚拟)非竞争性战略联盟是将传统现实企业与虚拟网络企业纳入到同一联盟中,通过核心资源的嵌入式共享,实现两者的深度融合,从而使联盟各方获得共赢的全新战略联盟模式.通过绿盛-天畅R&V联盟案例的研究,对R&V非竞争性战略联盟的内涵、特点进行了阐述,并指出该战略联盟将在创新经济时代成为整合全球闲置资源,转变经济增长方式的全新商业模式.     

企业海外R&D战略联盟的进化博弈分析

企业海外R&D战略联盟具有以竞争为基础的合作进化特征,运用进化博弈模型研究了企业海外R&D战略联盟的进化稳定策略,在此基础上分析影响合作进化的因素并得出结论,即不论对参加R&D战略联盟的单个企业还是联盟整体而言,对R&D资源实施有效整合都是一项重要的措施.最后,进行了相应的案例分析.     

企业战略联盟的竞争力研究:核心竞争能力的观点

本文以企业核心竞争能力的思想,分析作为企业发展战略手段之一的企业战略联盟为何成为90年代企业战略管理重要内容的原因.研究指出,战略联盟的合作竞争属性一方面与时代的经济发展有关系,另一方面,也是企业经营发展的必要结果,竞争力不同于 一般意义上的竞争优势.但比较深层次的原因在于这种战略手段内在地有着其竞争力内涵.本文提出,这种内涵的重要成分是战略联盟在制度方面和组织方面的竞争力,并对这两种竞争力进行了解分析,得出战略联盟的竞争力实际上是这两种竞争力的整合.同时,本文还给出了战略联盟竞争力发挥的瓶颈.     

基于资源风险的战略联盟结构模式选择

综合考虑各种资源的特性以及从风险产生的基础和决定风险的根本因素是公司投入的 资源的角度,提出将资源和风险整合,分析战略联盟的结构模式选择问题. 通过对资源、风险、 战略联盟的结构模式分类,建立了反映资源—风险—结构模式选择三者间关系的概念模型及 其相关的判断假说,并运用因子分析及结构方程的方法对所提出的假说进行验证. 研究结论认 为:资源、风险和战略联盟结构模式的选择偏好之间确实存在着紧密的联系. 公司管理者对战 略联盟结构模式选择偏好受到管理者对未来公司在战略联盟中风险的主观评价的影响,而公 司对战略联盟投入的资源是影响公司对风险主观评价的重要因素.     

基于价值链的家电行业核心竞争力分析

该文从价值链理论这一角度去探讨我国家电行业核心竞争能力的构建,通过分析我国家电行业的现状和价值链系统,运用价值链理论综合核心竞争力的构成要素,从价值链整合、构建顾客联盟、加强企业技术开发和实施企业联盟战略四个方面去形成我国家电行业的核心竞争力。     

选择·合作·发展--天津大田集团有限公司战略联盟三部曲

在当前激烈的市场竞争环境下,企业制胜最有效、最快捷的方法就是战略联盟。战略联盟作为一种战略合作扩张路径,是企业之间利用合作伙伴关系对各自内部资源能力进行杠杆整合,追求战略性互惠利益的双赢行为。天津大田集团有限公司1992年成立之初,仅有资产6万元人民币,员工15人,经过12年的发展,已成为总资产6亿多元、3200多名员工的以快递为龙头,空运为主导,带动普通货运的大型现代物流企业。面对不断变化的市场环境,构建和发展战略联盟是大田集团多年来不断成功的秘诀。大田运用战略联盟积极跟外资企业合作,利用他们在国际上的网络扩大自己在…     

企业战略联盟——竞合时代的发展之路

随着经济的发展,我国战略联盟的企业逐渐增多。企业战略联盟是使联盟的企业在竞争与合作共存的情况下,实现共赢。本文主要对企业战略联盟的概念、企业战略联盟的优势、企业战略联盟竞争与合作关系、企业战略联盟中的竞争与合作管理以及我国企业战略联盟的现状进行简要的分析。     

战略联盟:高校核心竞争力的发展选择

战略联盟在高校核心竞争力发展中有着极其重要作用,是高校当下赢得生存和发展的不二选择。高校战略联盟主要有横向、纵向和横纵综合联盟三种形式。在高校战略联盟中,应注意战略联盟目标、对象、制度、关系、文化等主要问题。     

Strategic technology alliance termination: An empirical investigation

There is growing consensus that overall alliance termination rates are high. However, despite this track record of termination and despite unsurpassed growth rates of strategic technology alliances, little is known about the reasons for their termination. Typically strategic alliances have been characterized as inherently instable, i.e. often involving unplanned and premature termination of the alliance by partnering firms indicating alliance failure. The literature on strategic technology alliances, however, proposes that alliance termination does not always indicate failure, but can be intended and can be a sign of strength. We examine these different perceptions by using a sample of 48 strategic technology alliances in different high-technology industries. The findings in the paper confirm that the rates of termination are rather high for strategic technology alliances. Overall, we found that in particular negative prospects about future cooperation, negative perceptions about joint benefits and the lack of a win-win situation had an impact on the decision to terminate a strategic technology alliance. Also, the fact that some companies opt only for short-term (not for long-term and renewed) cooperation seems to introduce a negative factor into the longevity of strategic technology alliances.     

战略联盟竞合行为的随机突变分析与仿真

针对多成员战略联盟在不确定环境下策略的演化过程,借助演化博弈论建立了含有白噪声的随机动力学。利用随机突变理论来分析在不确定性条件下,联盟成员行为(竞争或合作)随着参数的连续变化在整体上发生突变的问题,给出了联盟发生突变的临界集,以此来解释和预测在不确定性环境下,战略联盟发生非计划性解体或者合作失败的突发性问题。对不同场景下的模型进行了数值仿真,结果表明,在临界集附近,联盟集体的行为发生了突变。     

基于获取决策优先权的零售商战略联盟效益分析

对于由一个供应商和多个零售商组成的单一产品、单周期供应链,在确定型市场、零售商成本对称以及供应商具有关于零售商成本结构完全信息的情况下,考虑了同时带来运作成本与决策权分配变化(基于获取决策优先权)的零售商定货数量决策联盟。利用博弈论方法,研究了获取决策优先权的零售商战略联盟对参与联盟的零售商、未参与联盟的零售商、供应商以及供应链整体收益的影响。证明这种零售商战略联盟不可能使供应链中所有成员都同时增加收益。但在一定的条件下,联盟能实现某种部分"多赢";使供应链整体、供应商和参与联盟的零售商收益增加,或使供应商和参与联盟的零售商收益增加。     

Motivations for Environmental Alliances: Generating and Internalizing Environmental and Knowledge Value

Environmental alliances are a common response to societal sustainability demands. In environmental alliances, firms collaboratively exploit and explore environmental technologies to address market opportunities while simultaneously generating positive environmental impacts. A striking idiosyncrasy is that in addition to economic value, environmental alliances generate two types of external value: environmental value from positive effects on air, water, land and biodiversity, and knowledge value from innovations in environmental technologies. Research on motivations for environmental alliances is dispersed and underdeveloped compared to the well‐established literature on motivations for strategic alliances that emphasize economic value. This study therefore develops a classification of motivations for environmental alliances by combining the literature on strategic alliances and that on environmental and knowledge value. The resulting classification includes motivations for environmental alliances to generate environmental and knowledge value as well as motivations to create economic value by internalizing environmental and knowledge value. A systematic review of 123 articles on environmental inter‐firm alliances identifies specific motivations to populate the new classification. We show that alliance partners are motivated to share sustainable resources, reduce sustainability risk, respond to stakeholders or invest in specific sustainable assets to generate external value. They collaborate to reduce costs or enhance competitive advantage, reputation or legitimacy to internalize external value. The resource‐based view, resource‐dependence view, institutional theory and transaction cost economics have not previously distinguished between motivations to generate and internalize external value. We extend their area of application from strategic alliances to environmental alliances, and thus beyond the exclusive pursuit of economic value.     

Staying Close to the Core: Lessons from Studying the Costs of Unrelated Alliances in Spanish Banking

This article analyses whether alliances create shareholders value, and if this value differs depending on the similarity of the partners' businesses, or on the similarity of the partners' businesses with that of the alliance. Using data from 467 equity and non-equity based strategic alliances from 1996-1999 involving at least one listed Spanish bank, we find that, overall, alliances create shareholder value, but that the returns to shareholders are significantly higher when alliance activity is closer to the core business of the banks, than when alliances involve unrelated activities. Although there is no evidence that unrelated strategic alliances destroy value on average, the results obtained show that banks need to assess the benefits and costs of diversification strategies carefully, as their likelihood of success is initially smaller.     

战略联盟内部的相互信任及其建立机制

战略联盟是近年来涌现的企业发展战略中极为重要的一种组织形式,也是管理理论界探讨的热门话题之一。本文探讨了战略联盟内部成员企业在组建和运转过程中的相互信任问题,剖析了战略联盟内部相互信任的定义、作用及其形式,并提出了建立相互信任的各种措施。     

我国中小企业策略联盟绩效及其影响因素的实证研究

探讨并提出了中小企业策略联盟绩效衡量指标、策略联盟绩效影响因素,对于策略联盟绩效和影响因素的关系提出相关假设,并在此基础上建立了中小企业策略联盟绩效及其影响因素的关系模型。运用问卷调查、访谈所获得的统计数据和Lisrel模型与软件,通过实证研究手段具体分析了我国中小企业现阶段策略联盟绩效影响因素对策略联盟绩效的影响关系与影响程度,进而检验了策略联盟绩效影响因素模型中的各项假设。     

How Japanese partners help US manufacturers to raise productivity

Cross-border alliances are useful strategies for technological innovation and as a basis for the adaptation of foreign technologies. This study provides evidence that through strategic alliances US automotive firms are effectively adopting manufacturing technologies from Japan, and are adapting them to the US industrial context.

The results show that US firms without foreign affiliations use fewer modern manufacturing technologies than US firms with Japanese strategic alliance partners. Furthermore, US firms with Japanese strategic alliance partners believe that manufacturing cycle times for product introduction are more efficient that US firms without foreign affiliations.