物流联盟协作机制应用实证研究

物流联盟是指为了取得比单独从事物流活动更好的效果,企业间形成的相互信任、共担风险、共享收益的物流伙伴关系。本文通过对物流联盟企业进行实证调查发现,建立联盟的企业收益与提高企业竞争力是两个最重要的选择因素,大多数企业愿意建立相应的评判机制对绩效进行评估,对合作的满意度进行交互与测评。文章提出,物流联盟形式的出现、联盟内合作伙伴协作机制的建立是物流组织在物流联盟企业制度上的一次创新,它代表了今后流通组织发展的一个方向,也是物流业研究领域的一个发展方向。     

论战略联盟相互信任的前置因素之一：双方力量的对比

良好的信任关系有利于提高竞争性联盟的绩效水平,力量对比关系是影响信任水平的前置因素之一。竞争性联盟各方力量的对比会影响联盟成员对未来的预期,当联盟内部力量对比均衡时,成员彼此注重长期行为,反之容易导致短期行为并使得信任关系破裂。本研究运用重复博弈理论解释了非均衡力量对比关系的竞争性联盟不利于联盟成员间信任关系的建立,而均衡力量对比关系的竞争性联盟则有利于联盟成员间的相互信任。     

物流联盟的信任机制研究

良好的信任关系是影响物流联盟绩效的一个关键因素,也是物流联盟保持长期稳定的基础。在分析信任的涵义及信任对物流联盟作用的基础上,通过对物流联盟成员的三种信任类型的研究,本文提出了建立物流联盟信任机制的措施。     

传统产业物流联盟的构建与管理研究——以粮食产业为例

在当前形势下,传统产业构建物流联盟具有十分重要的战略意义,也是其发展的必然趋势.建立物流联盟企业间信任机制,通过相互信赖的关系,强化彼此的信任,有利于联盟合作的持续和粮食物流联盟的长期稳定.     

基于合作博弈的上海与长三角地区物流产业发展模式研究

近年长三角地区持续物流热和各地"以港兴市"战略造成区域间物流产业发展相对封闭、各自为政、低价无序竞争,针对区域内物流企业规模较小、服务水平较低、物流成本较高等问题,本文在明确广义物流联盟概念基础上,运用博弈理论,建立合作博弈模型,导出博弈后的分配方案(Shapley值)的计算公式,提出基于合作博弈的广义物流联盟是上海与长三角地区物流产业发展模式必然选择,最后就上海与长三角地区物流产业发展从政府层面、企业层面和中间层面给出对策建议。     

物流产业集群信任机制博弈分析

产业集群具有极大的竞争优势,物流产业集群化是物流产业发展的必然趋势,而信任机制是物流产业集群形成与发展的重要动力,是物流产业集群竞争优势的重要体现.在博弈视角下,通过对物流企业间一次性博弈和重复博弈的分析,阐释了物流产业集群信任机制的形成机理.基于此,在物流产业集群中引入政府监管机构,构建出政府约束下政府和物流企业、物流企业和物流企业之间的博弈模型并提出了构建物流产业集群信任机制的对策.     

基于委托代理理论的物流金融信任机制研究

本文认为,物流金融由一系列委托代理关系组成,其成功运作在很大程度上依赖于物流金融各方之间信任机制的建立和保持。文章提出,选择合适的合作伙伴是建立物流金融信任机制的首要任务;物流金融合同中应包括合理的收益分配机制和有效的风险防范机制;物流金融中的信任关系是一个动态强化、相互诱导的过程;物流金融成员间的相互信任不仅需要各成员的努力,更受外部环境的强烈影响。     

科技型小微企业横向创新联盟信任关系浅析——基于演化博弈视角

针对科技型小微企业横向创新联盟的成员信任关系的动态演变性,运用演化博弈的理论,在有限理性的前提下,构建科技型小微企业横向创新联盟信任关系的演化博弈模型.研究表明,科技型小微企业横向创新联盟成员的信任关系存在多重均衡结果：投入资源量、投机收益都对成员的信任关系具有负相关影响;超额收益、惩罚金额对成员的信任关系具有正相关影响;存在着利益最佳分配比例,使成员间信任概率最大化.最后,根据以上结论提出相应的策略与建议.     

战略联盟成员间信任培育研究

信任是战略联盟成功的基本保证,战略联盟成员间的相互信任可以分为低度信任、中度信任和高度信任。建立和培育战略联盟,可以采取对风险容忍、公平、信息交流、公司文化相互适应的方法。     

战略联盟中第三方物流成员的选择与管理

战略联盟是供应链管理发展的必然趋势,而第三方物流企业战略联盟中的地位尤为重要.本文从第三方物流企业与其他成员企业的合作关系、激励及信任关系、综合管理体系等方面着手对联盟成员的选择与管理做了重点的探讨.     

Success through commitment and trust: the soft side of strategic alliance management

This article argues that the success of international strategic alliances requires attention not only to the hard side of alliance management (e.g., financial issues and other operational issues) but, also, to the soft side. The soft side refers to the development and management of relationship capital in the alliance. Relationship capital consists of the socio-psychological aspects of the alliance that are positive and beneficial to the alliance. Two important areas of relationship capital are mutual trust and commitment. Based on our findings from two major studies of Japanese strategic alliances, we develop a dynamic model of trust and commitment based on mutual adjustments of alliance partners. We also show how the dynamics of trust and commitment affect the performance of international strategic alliances with the Japanese. The article concludes with a discussion of the managerial implications of our findings and the dynamic model.     

在企业战略联盟中建立信任

在当今国际竞争背景下 ,战略联盟已经触及到了联盟参与者的核心竞争优势 ,随之而来的是公司与企业文化的深层次变化。企业联盟的成功涉及许多因素 ,信任是其中最重要的因素之一。所以在联盟的企业之间如何建立信任关系 ,如何在战略联盟中有效实施在管理者控制范围之内的信任管理机制尤为重要。     

Building trust in international alliances

Two facts stand out unambiguously in today's global business. One, international alliances are proliferating, underscoring the strategic importance managers increasingly attach to “competition through cooperation.” Two, trust is key to successful international alliances. Together, these two facts point to the need to better understand trust, a task that was attempted in an earlier article (Parkhe, 1998). Yet such understanding, while necessary, is not sufficient. This article, the second of a two-part series, shows how partners can proactively manage an alliance relationship in order to develop trust. Toward this goal, the discussion includes trust generation through process-based, characteristic-based, and institutional-based mechanisms, which are to a significant degree within alliance managers' control. Managers must also be mindful of several critical features of alliance dynamics. These are described in some detail, as is the need to appropriately “calibrate” trust level in an alliance to the lifecycle stage of the alliance. With proper management attention, too much and too little trust can be avoided.     

Rogues and Deviants: a game-theoretic perspective on opportunism in strategic alliances

ABSTRACT

This research examines how relational factors, such as monitoring, relative alliance identity (RAI), and trust, influence opportunism and, consequently, alliance performance. The authors suggest that the strategic alliances literature would benefit from recognising that opportunism does not always originate from the firm (rogue opportunism), but can also originate from individual employees (deviant opportunism). Hypotheses are tested in a multi-method approach within a business simulation and a cross-sectional sample of alliance executives. The results demonstrate a U-shaped relationship between trust and opportunism; however, monitoring moderates the relationship such that at high levels of trust, opportunism is practically non-existent. Further, results indicate that employees’ identification with the alliance impedes opportunism. Additionally, both types of opportunistic behaviours negatively impact the performance of partner firms and alliances.     

基于博弈理论的大宗商品定价权联盟构建

目前,我国已经成为国际上许多大宗商品的最大买家。但全球大宗商品的定价权并未因我国成为最大买家而移至我国。在商品与服务的价格方面,我国还没有与自身地位相匹配的话语权。这是因为,我国铁矿石行业间缺乏有效的联盟,存在行业集中度低、竞争无序等问题,结果导致定价权与国内企业离得越来越远。大宗商品联盟缺失是导致我国定价权缺失的重要原因。基于博弈理论构建大宗商品的定价权联盟,是打破目前状况的一条根本途径。我国企业应借鉴国外企业的经验和路径,积极构建产业链联盟、企业联盟、金融联盟、采购联盟和营销联盟,以谋求我国企业在大宗商品上的国际定价权。     

旅游联盟成功运作关键影响因素研究

近年来,在国际工商企业、旅游企业战略联盟浪潮的影响下,我国旅游企业也纷纷组建战略联盟,并取得了一定的经济效益。通过对旅游企业战略联盟(以下简称旅游联盟)的相关文献和实践进行全面梳理与分析,对影响我国旅游联盟成功运作的关键因素及其重要程度进行实证研究,使之明确了旅游联盟成功运作的关键因素。     

Alliance capabilities,interpartner attributes,and performance outcomes in international strategic alliances

This study tests, using a sample of cross-border alliances, how different alliance capability components intersect to develop resource complementarity and trust and how such interpartner attributes themselves intersect to enhance performance. We find that management capability allows firms to build resource complementarity and trust. High formulation capability is required for management capability to positively shape resource complementarity. Search capability is only positively linked to resource complementarity when formulation capability is low. International alliance experience drives resource complementarity. Trust has an inverted U-shaped relationship with performance, and resource complementarity drives trust and performance. Resource complementarity positively moderates the trust–performance link.     

The Role of Trust in Creating Effective Alliances: A Managerial Perspective

The popularity of alliances in business has exploded over the past few years along with an increasing interest in the role of trust in economic transactions. This paper details the nature of alliances and the crucial role played by trust in creating and managing alliances. Evidence of the emergence of trust are further given within the context of alliances established by small and medium-sized Swiss enterprises where both planning and mutual trust constitute essential ingredients.     

International Strategic Alliances

Abstract

This paper reports the findings of an empirical investigation of strategic alliance agreements between UK firms and their European, Japanese and US partners. The aim of this paper is to shed some light on the international strategic alliance activity of UK firms and ascertain the objectives and motives of international strategic alliances. In addition, the perceived performance of the strategic alliance is considered together with the perceived level of satisfaction of a range of alliance activities. The findings should prove to be a useful guideline for researchers and practitioners engaged in understanding international strategic alliances. The analysis should allow managers to examine the important issues in the formation of international strategic alliances and allow them to understand the assessment of performance and satisfaction of the alliances formed.

Key Results: The findings have shown a definite pattern in UK international strategic alliance activity. The results of the study indicate that the majority of UK firms engage in international partnerships for marketing-related activities and are essentially driven by the financial cost and risk of entering a foreign market; access to overseas market and improving market share. The findings have also indicated that the majority of UK managers are satisfied with the overall performance of the international strategic alliance.