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。     

Relational stability and alliance performance in supply chain

Drawing on the theories of social exchange and goal interdependence, this paper examines the antecedents of relational stability in supply chain alliances and if the stability affects alliance performance in supply chain in the context of manufacturing firms. The results show that both relational commitment and trust of supplier have positive effects on relational stability in supply chain alliance, which in turn positively affects the alliance performance. These results have important implications for researchers investigating the effectiveness of supply chain alliances as well as practitioners seeking to improve alliance performance in supply chain.     

Impact of Retailers with Knowledge of Supplier's Inventory on Supply Chain Performance

We model a supply chain consisting of a supplier and multiple retailers facing deterministic demand. We denote some retailers as strategic in the sense that given the supplier inventory information, they will implement the optimal stocking policy by incorporating such information. On the other hand, some retailers are denoted as naïve in the sense that they ignore supply information and resort to a simplistic ordering policy. Naïve retailers learn the optimal policy over time and adjust their orders accordingly. We study the dynamics of this game and investigate the impact of such strategic and naïve retailers on the cost, ordering pattern and stocking policies of all parties. We analyze the supply chain under two scenarios: the centralized supply chain where the objective is to minimize the total supply chain cost, and the decentralized supply chain where each self‐interested player minimizes its own cost in a Stackelberg game setting. We fully characterize the optimal policies under both centralized and decentralized scenarios and show that, surprisingly, the supply chain might be better off by virtue of naïve retailers. The result is driven by the fact that strategic and naïve players’ decisions shift the positioning of inventory in the supply chain with its final impact being determined by the relative costs of different retailer‐types. Our results also offer managerial insights into how access to supply information can improve supply chain performance.     

Supply-Chain Strategy: Organizational Influence Through Supplier Alliances

The role of supply-chain management as an integral element in corporate strategy has been discussed in prior research, mostly at a broad conceptual level with relatively little empirical validation. This paper uses data from a longitudinal study of buyer-supplier relationships to evaluate the impact from firms' recent initiatives in developing strategic supplier alliances on the role played by the supply management effort in the corporate hierarchy. Contrary to anticipated results, the use of an alliance approach did not lead to any appreciable improvement in status and respect for supply management's role in developing corporate strategy. While several suggestions are offered to explain these results, the major conceptual models of supply-chain strategy are reassessed and a more appropriate and grounded framework for study is proposed. Further research is called for to empirically verify the link between strategic consideration for supply issues and firm success.     

The Alliance formation process

While interest in developing strategic alliances within the food system continues to increase, there remains considerable risk when firms adopt such a cooperative strategy. The risk is due in part to the lack of concrete guidelines that illustrate the steps or stages of alliance development and the important strategic and operational decisions required at each stage. The existence of such guidelines would facilitate alliance formation and enable managers and researchers to better understand alliance practice. This paper provides an alliance formation model that incorporates the process of alliance formation with the strategic and operational considerations required for long term success. The model can be used by managers and academicians to develop and understand alliances.     

Value Creation and the Alliance Experiences of Dutch Companies

This paper examines the effect on the market valuation of large Dutch companies following the announcements of international strategic alliances during the period 1985–1992. The effects are distinguished by type of alliance and country of origin of the partnering firms. While international strategic alliances are generally found to have a positive effect on a company’s market value, strategically and culturally distant foreign partners generate a strong negative effect. The results underscore the importance of conducting a strategic, operational and cultural audit of the partnering companies and the envisaged partnership. The audit needs to be taken as a starting point in developing the essential co-operation skills to make the alliance work and should become integrated within a comprehensive performance scorecard.     

The stability of strategic alliances: Characteristics, factors and stages

This paper presents a theoretical framework for understanding the evolutionary dynamics of strategic alliances. Using an integrated process model, we analyze the conceptual characteristics and antecedents of the stability of strategic alliances. The primary purpose of this study is to (1) conceptualize and characterize alliance stability to fill the academic gap in the literature, and (2) identify a range of endogenous factors underlying alliance stability across four developmental stages — partner selection, structuring/negotiation, implementation and performance evaluation — so as to fill the managerial relevance gap. From the discussion, we develop a number of propositions to facilitate future empirical testing of our conceptual model. Finally, we indicate some key implications for theoretical research and managerial practice.     

Managing Multiple Facets of Risk in New Product Alliances*

The trend of forming alliances to develop new products continues; however, many of these new product alliances fail. As such we explore how key risk types intrinsic in new product alliances, performance, relational, and knowledge appropriation risks, influence alliance success. Further, we theorize that different alliance governance mechanisms can reduce the negative impact of risks on alliance success. To disentangle possible heterogeneous factors across firms that may affect the interplay of risk assessments and the use of governance mechanisms, we employ latent class regression analysis on survey data collected from 128 new product alliance firms and find support for a two‐regime solution. Longer alliance relationships and lower technological turbulence are factors for some firms (regime one), while the opposite are factors for other firms (regime two). These two regimes show different patterns in the interplay of risk assessments and governance for alliance success. Our theory and results support viewing risk as a multiple‐factor concept and by understanding the different impacts of the risk types in new product alliances and how governance mechanisms mitigate such effects, we aid managers' decision making regarding the balance of contractual versus normative governance in new product alliances. Understanding the heterogeneous factors inherent in these complex relationships enables managers to understand the conditions in which various governance mechanisms promote new product alliance success.     

Developing strategic alliances: A conceptual framework for successful co-operation

Due to dramatically increasing global competition and in the light of Europe '92, companies have to concentrate on their particular competitive advantages and on those business activities they know well. The market, however, asks for an ever increasing range of products and services. ‘System deals’ include — along with a product — attractive sideline services, like project management, system implementation or supply of related products. In many cases, entering these markets or achieving technological breakthroughs is only possible with a strong partner.These recent developments forced corporations to consider alternative company structures. The failure of many strategic alliances, however, has clearly shown that understanding the development process of the alliance is critical for success. Christoph Bronder and Rudolf Pritzl present a structured procedure for developing strategic alliances that outlines four critical phases: strategic decision for an alliance, alliance configuration, partner selection, and alliance management.     

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.     

三级装备制造业供应链质量管理行为研究

作为我国工业化建设和国民经济发展的根本保证,供应链环境下装备制造企业的产品质量问题受到了广泛关注。本文重点考虑产品质量对供应链收益的影响,运用微分对策理论研究由单一制造商、单一部件供应商和单一零件供应商构成的三级装备制造业供应链质量管理行为的协调问题。通过对比Nash非合作博弈和Stackelberg主从博弈两种分散式决策模式及集中式决策模式下协同合作博弈的均衡结果,得到相关结论,并利用算例进行验证。研究表明,①分散式决策下,制造商的质量管理行为相同,但相比于Nash非合作博弈,Stackelberg主从博弈能够改善部件供应商和零件供应商的质量管理行为,提升供应链成员的收益水平;②集中式决策下,供应链成员的质量管理行为达到最优,系统整体收益实现最大。研究结论为装备制造业供应链成员间质量管理战略联盟的构建提供了理论依据。     

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.     

Impact of Demand Uncertainty on Stability of Supplier Alliances in Assembly Models

In their recent paper, Nagarajan and Sošić study an assembly supply chain in which n suppliers sell complementary components to a downstream assembler, who faces a price‐sensitive deterministic demand. Suppliers may form alliances, and each alliance then sells a kit of components to the assembler and determines the price for that kit. The assembler buys the components (kits) from the alliances and sets the selling price of the product. Nagarajan and Sošić consider three modes of competition—supplier Stackelberg, vertical Nash (VN), and assembler Stackelberg models—which correspond to different power structures in the market, and study stable supplier alliances when the assembler faces linear and isoelastic demand. In this paper, we study the impact that demand uncertainty has on stability results obtained in Nagarajan and Sošić. We first analyze models in which all decisions are made before the uncertainty is resolved, and show that the alliance of all suppliers remains stable when demand is isoelastic, or under Stackelberg models when demand is linear. However, demand uncertainty may change stability results when both parties make decisions simultaneously (VN model) and demand is linear. We then extend our results by considering scenarios in which some decisions may be postponed and made after the actual demand is known. When the ordering quantity can be determined after observing the true demand, we show that stable outcomes correspond to those obtained in the deterministic case and uncertainty has no impact on coalition stability; if only the assembler's pricing decision is postponed, we need additional conditions for stability results to carry over in the additive demand model.     

研发型战略联盟风险预警机制研究

研发型联盟对风险的识别和预警直接决定了研发活动的成败。本文针对研发型联盟面临的风险进行了风险预警设计,首先依据风险的来源划分了联盟可能面临的风险种类,其次明确了联盟风险识别程序;在此基础上,构建了包含六元素(目标、文化、方法、组织、信息、过程)的研发型战略联盟风险预警模式,六个元素构成了风险预警的有机整体,运用管理熵理论对研发联盟风险预警度量进行了量化处理,以熵权从内外两个来源确定联盟的风险度量,并以传递熵概念来明确预警信号指标的准确性,给出了一个较为完整和准确的量化预警模型,以期利于联盟决策者的风险防范应对策略制定。     

知识嵌入性、知识流动与战略联盟结构升级的关系研究

知识嵌入性是知识经济时代战略联盟共享有限资源,推动产业结构升级的重要途径。为打开知识嵌入性与战略联盟结构升级关系的黑箱,以知识管理、战略创新及复杂网络等相关理论为基础,对知识嵌入性的构成维度予以划分。进一步地,设定知识嵌入性的构成维度为联盟结构升级的前置变量,引入知识流动作为中介变量,构建知识嵌入性、知识流动与战略联盟结构升级的概念模型。采用结构方程的研究方法,以长三角地区的战略联盟为研究对象,基于295份有效问卷进行实证检验。研究结果表明:基于知识嵌入的构成维度,知识互补性、知识兼容性、知识紧密度与知识协调度对战略联盟结构升级呈显著的正相关关系,知识流动分别在知识互补性、知识兼容性、知识紧密度、知识协调度与联盟结构升级的关系中起部分中介作用。研究明晰了知识嵌入性、知识流动与联盟结构升级的关系,解释了知识嵌入性对联盟结构升级的作用机理,为战略联盟的管理实践提供有益借鉴。     

“盟主-成员”型战略联盟的利润分配

"盟主 成员"型战略联盟是企业战略联盟的主要形式之一。而利润分配问题是战略联盟矛盾的焦点。本文分别探讨对称信息和非对称信息条件下"盟主 成员"型战略联盟的利润分配问题。     

The Dynamics of Research Alliances: Examining the Effect of Alliance Experience and Partner Characteristics on the Speed of Alliance Entry in the Biotech Industry

Few studies have moved beyond the dyadic level of an ongoing alliance and examined factors contributing to the success of entering a series of alliances. In this paper we expect biotechnology firms over time to learn from their alliance experience and to develop general alliance capabilities. Specifically, we expect the speed with which they enter into new research alliances, e.g. their alliance formation rate, to be affected by capabilities built up in prior alliances as well as by characteristics of their partners. We use longitudinal event history data for the complete population of US biotechnology firms for 1973–1999 to test four hypotheses about factors affecting the rate of new alliance formation. Our analysis suggests that the speed of entering research alliances is affected by prior experience of the focal firm, but not by partner characteristics. Our findings provide evidence that biotech firms learn how to learn more effectively from multiple research alliances; however, this effect is generalized and not tied to specific characteristics of the alliance partner.     

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.     

10 Learning and Strategic Alliances

Abstract

Various researchers have suggested that an important explanatory factor for the growth in strategic alliances is that alliances provide a platform for organizational learning, giving firms access to the knowledge of their partners. The notion that alliances are a vehicle for learning is the basis for an important and cross-disciplinary stream of research. This chapter examines theoretical and empirical research in the alliance learning area. We have two central objectives. The first is to integrate a large body of research by examining the key research questions addressed. The second objective is to critically examine the existing research as the basis for establishing a research agenda. Although the alliance learning area has generated a substantial amount of research interest and spawned wide-ranging types of inquiry, many important and substantive managerial issues remain underexplored.     

Dynamic evolution of alliance portfolios

This research advances in the conceptualization and the operationalization of the factors or microdynamics that determine the choice of partners. Most of the literature in this area of research has centered on the individual alliance without taking into account the set of alliances that a firm makes. This research applies a holistic approach, analyzing the set of alliances as a whole and points to the factors related to alliance portfolios that affect the choice of partners. The authors propose a longitudinal model that allows us to analyze the evolution of interorganizational networks. A Simulation Investigation for Empirical Network Analysis (SIENA) has been applied to a sample of 229 firms, analyzing 10,556 strategic alliances established between them over a 12 year period. The results show that certain factors over which managers exercise a degree of control (deliberate endogenous microdynamics) exert significant influences on the choice of partners by the focal actor and thereby on the dynamic configuration of alliance portfolios.