共查询到19条相似文献，搜索用时 46 毫秒
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联盟组合:价值创造与治理机制 总被引：8，自引：0，他引：8
本文认为,联盟组合是焦点企业战略行为最基本诉求的产物,目的是为寻求扩大价值创造空间,进行价值创新或重构,价值创造和价值专有是焦点企业要着重考虑的两个方面。从联盟组合的价值创造机制及联盟租金分布看,联盟组合战略不仅适用于高禀赋企业,对禀赋较弱的企业同样有效。为达成联盟组合战略目标,焦点企业必须建立完善的治理机制,该治理机制本质上是焦点企业与其伙伴之间互动的规则及规范,是一种界面规则,其中的交易治理是硬界面或界面的硬规则,关系治理可以看做软界面或界面的软规则,知识治理是为了促进伙伴间知识与信息的充分交换与共享,伙伴调整则在组合层面上保障战略的适应性。 相似文献
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考虑到基于供应链的竞争环境下,供应链能否生存并长期成功运作取决于该供应链中的成员经过合作后能否为最终顾客提供令其满意的价值,论文对复杂供应链网络中单供应链网络间存在的基于价值增值的动态合作联盟博弈问题进行了分析,在此基础上分析了复杂供应链网络中基于价值增值的单供应链网络之间动态合作联盟的形成条件,并对联盟利益分配进行了进一步思考. 相似文献
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我国企业实施战略联盟的策略分析 总被引：3，自引：0，他引：3
本文简要介绍了战略联盟的产生背景和优势,分析了制约我国企业战略联盟发展的主要因素是联盟伙伴选择不当、联盟模式选择不合理以及联盟管理水平低下,阐述了如何挑选合适的联盟伙伴,怎样选择正确的联盟模式,以及如何做好联盟的关系管理,才能保证我国企业实施有效的战略联盟,并提出了企业组建战略联盟发展方向的建议. 相似文献
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本文主要以资源依赖理论为视角将联盟组合合作伙伴多样性细化为产业多样性、国家多样性和功能多样性3个指标,同时根据相关理论提出假设,继而收集中国生物医药行业上市公司数据并采用实证研究方法深入分析联盟组合合作伙伴多样性与企业绩效之间的具体关系并验证假设。研究结果表明,产业多样性和国家多样性对企业绩效不显著,功能多样性显著并与企业绩效呈倒U型关系,企业应该通过与不同功能的伙伴进行合作来达到资源和利益的最大化。 相似文献
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基于企业基因重组理论的价值网络构建研究 总被引：23，自引：4，他引：23
全球化、信息化带来市场交易成本的急剧下降，并直接导致组织创造价值的方式发生了变化。本文借鉴企业基因和企业基因组的概念，对企业基因重组理论进行了系统地完善和整合。依此理论为基础，本文对能力要素驱动型价值网络的形成、特征和构建策略进行了深入地分析。 相似文献
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现代企业已进入产品开发时代,产品开发成为企业发展的重点。企业产品开发是建立在产品开发整体概念基础上以市场为导向的系统工程。从单个项目看,它表现为产品某项技术经济参数质和量的突破与提高：从整体上来看,它贯穿产品构思、设计、试制、营销全过程,是功能创新、形式创新、服务创新多维交织的组合创新。 相似文献
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供应链的理论最先在制造业得以应用和发展。尝试将其思想引入到建筑行业,建立基于供应链的建筑企业联盟,提出了构建基于供应链的建筑业企业联盟模式的原则和思路。 相似文献
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联盟是企业获取外部资源、 降低经营风险的有效策略。 本文基于网络博弈动力学理论分析企业联盟演化过程, 并结合熵值TOPSIS 算法提出企业联盟博弈模型, 研究在企业联盟背景下城市之间的经济联系和功能。 研究发现： 创新能力是企业在联盟博弈中获得持续竞争优势的关键因素; 企业更多关注联盟能否给自身带来收益, 增加联盟收益能促使企业参与联盟; 制造业的企业联盟对长三角城市群的整体经济关联影响大, 生产性服务业对单个城市地位和层级的影响力更强; 促进企业联盟对扬州、 马鞍山、温州和徐州等城市融入长三角制造业产业集群, 无锡、 常州、 宁波和芜湖等城市融入长三角生产性服务业产业集群具有显著意义。 相似文献
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We examine how new network resources accessed through alliance formations interact with network resources present in a firm's alliance portfolio. We test our theoretical model using event study methodology and data from the global air transportation industry. We find that the market rewards firms forming alliances that contribute resources that can be synergistically combined with firms' own resources as well as with network resources accessed through their alliance portfolios. Our results also indicate that the market penalizes firms entering into alliances that create resource combinations that are substitutes to resource combinations deployed by existing alliance partners. Copyright © 2011 John Wiley & Sons, Ltd. 相似文献
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Research summary : Partner resources can be an important alternative to internal firm resources for attaining dual and seemingly incompatible strategic objectives. We extend arguments about managing conflicting objectives typically made at the firm level to the level of a firm's alliance portfolio. Specifically, will a balance between revenue enhancement and cost reduction attained collectively through partner resources accessed via a firm's various alliances be similarly beneficial for firm performance? Additionally, how do strategic attributes of alliance portfolio configuration, specifically alliance portfolio size and partner resource scope, condition the balance‐performance relationship? Based on data from the global airline industry, we find support for the balance‐performance relationship, though such balance is less beneficial for firms in the case of access to a broader resource scope per partner . Managerial summary : Increasing revenue and reducing costs simultaneously can potentially enhance firm competitiveness. We highlight that an alliance strategy can be an important alternative to internal resources for attaining such dual strategic objectives, particularly when partner resources accessed through alliances are treated collectively as portfolios. We examine the importance of balancing product‐market extending and efficiency‐improving partner resources in the global airline industry as well as the impact of two alternate strategies for accessing resources through alliances: fewer partners with more resources per partner or more partners with fewer resources per partner. We find that resource balance at the portfolio level helps airlines improve performance. Our results also suggest that managers should be cautious of accessing too many resources through just a few partners . Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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Dovev Lavie 《战略管理杂志》2007,28(12):1187-1212
This study reveals the multifaceted contribution of alliance portfolios to firms' market performance. Extending prior research that has stressed the value‐creation effect of network resources, it uncovers how prominent partners may undermine a firm's capacity to appropriate value from its alliance portfolio. Analysis of a comprehensive panel dataset of 367 software firms and their 20,779 alliances suggests that the contribution of network resources to value creation varies with the complementarity of those resources. Furthermore, the relative bargaining power of partners in the alliance portfolio constrains the firm's appropriation capacity, especially when many of these partners compete in the focal firm's industry. In turn, the firm's market performance improves with the intensity of competition among partners in its alliance portfolio. These findings advance network research by highlighting the trade‐offs that alliance portfolios impose on firms that seek to manage and leverage their alliances. Copyright © 2007 John Wiley & Sons, Ltd. 相似文献
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Research summary : The knowledge‐based view suggests that complex problems are best solved under hierarchical (within‐firm) governance. We examined why firms assumed to be in general alignment with this theory might nonetheless produce solutions of varying usefulness. We theorize that a firm's internal knowledge variety (IKV) is associated with its capacity to support cross‐domain knowledge flows during search, and its ability to identify and explore promising areas on the solution landscape. We further theorize that partner knowledge in familiar (unfamiliar) domains can offset specific weaknesses in searching rugged landscapes, inherent with low or high (moderate) IKV. We find support for these ideas in the context of drug discovery, extending KBV's focus on governance alignment to explain variation in problem‐solving effectiveness within hierarchy. Managerial summary : Firms that concentrate their inventive efforts in a few technological domains, but also dabble in several others, have problem‐solving advantages: they can better support knowledge transfer and recombination across domains. Firms that focus too narrowly or spread their inventive efforts thinly across many domains lose these advantages, but might compensate through alliance partnerships. Our study of drug discovery shows that while firms with very low or high knowledge variety tend to produce weaker solutions than firms in the moderate range, their inventive performance improves when alliance partners afford them access to additional knowledge in familiar domains. We explain how the combination of firm and partner knowledge enables firms to better identify, evaluate, and implement alternative solutions to complex problems. Copyright © 2016 John Wiley & Sons, Ltd. 相似文献
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Werner H. Hoffmann 《战略管理杂志》2007,28(8):827-856
Interorganizational relationships are recognized as an increasingly important source of competitive advantage. Hence, goal‐oriented management of the alliance portfolio—all the alliances of the focal firm—plays a decisive role in company performance. Consequently, the configuration and development of the alliance portfolio become important strategic issues. In light of that, this article develops theoretical propositions that seek to clarify what determines the configuration and evolution of an alliance portfolio, and then presents the results of a longitudinal study to illustrate the developed theoretical framework. Building on contingency theory and a coevolutionary framework, we were able to identify three distinctive types of portfolio strategies at business level and to illustrate how they interact with the development of the business strategy and the business environment. Encompassing all this, the study illustrates and explains developmental paths and patterns in the evolution of an alliance portfolio. The developmental course typically evolves from adapting to shaping and to exploiting (stabilizing), according to the state of strategic uncertainty and the firm's resource endowment. A sudden increase in exogenous strategic uncertainty, however, can lead to a strategic shift back to an exploration or hybrid strategy. Copyright © 2007 John Wiley & Sons, Ltd. 相似文献
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Research summary: Cash can create shareholder value when used for adaptation to unfolding contingencies, but can also reduce value when appropriated by other stakeholders. We synthesize arguments from the behavioral theory of the firm, economic perspectives like agency theory, and the value‐creation versus value‐appropriation literatures to argue that the implications of cash for firm performance are context‐specific. Cash is more beneficial for firms operating in highly competitive, research‐intensive, or growth‐focused industries that are typical of contexts requiring adaptation in the face of uncertainties. Conversely, cash is more detrimental to performance in firms that are poorly governed, diversified, or opaque, as are typical of contexts where stakeholder conflicts, information asymmetries, or power imbalances can encourage value appropriation by other stakeholders. Managerial summary: Cash can create shareholder value when used for adaptation to unfolding contingencies, but can also reduce value when appropriated by other stakeholders. While cash‐rich firms have higher performance on average, with those in the 75th percentile having a market‐to‐book value 15 percent higher than those in the 25th percentile, we find that the performance benefits of cash depend on the context. Cash is more beneficial for firms operating in highly competitive, research‐intensive, or growth‐focused industries that are typical of contexts requiring adaptation in the face of uncertainties. Conversely, cash is more detrimental to performance in firms that are poorly governed, diversified, or opaque, as are typical of contexts where stakeholder conflicts, information asymmetries, or power imbalances can encourage value appropriation by other stakeholders. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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Research Summary: We ask if managerial opportunism is a significant problem in alliance partner choice and examine the role of corporate governance mechanisms in explaining this choice. Using a sample of 313 alliances of U.S. firms from the pharmaceutical and biotechnology industries from 1992 to 2010, we find that managerial incentives lead to managerial preference for relationally risky distant partners over existing and new close partners. Further, board monitoring encourages managers to pursue existing and distant partners over new close ones, choices aligned with shareholder interests. In addition, we find that board monitoring substitutes for managerial incentives in alliance partner choice. We contribute to the literature on alliance partner choice to identify an important, and hitherto, unexplored perspective. Managerial Summary: This article examines whether managers and shareholders view alliance‐related risks differently, and how the divergent interests between managers and shareholders affect alliance partner choice. We argue that managers’ concern about their loss of employment and compensation from alliance failure impedes the choice of relationally risky alliance partners that may increase shareholder value. We also argue that managerial stock ownership and board monitoring mitigate this managerial propensity. Our findings suggest that stock ownership owned by managers and strong board monitoring are effective governance mechanisms to align managers’ interests with those of shareholders. Our study offers a novel perspective to understand alliance partner choice by viewing the firm as an entity comprised of fragmented interests. 相似文献
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