Managing International Distribution Channel Partners: A Cross-Cultural Approach

Although the topic of conflict has been extensively studied in the distribution channels literature from a domestic perspective, there is relatively little published research examining the construct within the international distribution channels context. This is of particular concern because cross-national channel partnerships are on the rise, and divergent cultures may engender heightened conflict, which has a deleterious effect on channel performance. This article explores the extent to which different channel leadership styles, predicated on Hofstede's dimensions of national culture, can be effective strategies to manage conflict in international distribution channels. Specifically, the article examines whether the relationship between leadership style and conflict in international distribution channels is moderated by national culture. Additionally, the impact of manifest conflict on international channel partner performance is investigated. A conceptual model and research propositions are developed. The use of leadership styles to manage disagreements among international channel partners is argued to be culturally specific. International channel management implications and directions for future research are suggested.     

Strategic partnerships and the internationalisation process of software SMEs

This research investigates the nature of strategic partnering activities of software SMEs (small-to-medium-sized enterprises), their motivations to engage in strategic partnerships as part of the internationalisation process, the key benefits achieved and the main challenges encountered. It explores managers’ perceptions of partnership activities through a qualitative research methodology focussing on Irish indigenous firms. Findings suggest that strategic partnerships were initiated to take advantage of firm synergy, reputation and credibility advantages. Partnerships also served as an important foreign market entry mechanism allowing firms to accelerate sales cycles and reduce risk in overseas markets. Challenges facing firms included partner selection and issues of control. Directions for further research are highlighted.     

浅论Partnering项目管理模式

对Partnering项目管理模式的起源与发展、定义和分类、管理机制、工作流程、突出特点等内容进行阐述分析，并对实施Partnering管理模式的适用范围给出了建议。     

基于战略Partnering模式的工程项目组合管理研究

工程项目组合管理模式的选择对项目组合综合效益有显著影响,将战略Partnering模式应用于工程项目组合管理中,有助于提高工程项目组合的管理水平及收益。通过对战略Partnering模式概念和特点的分析,设计了战略Partnering模式的组织结构,提出了战略Partnering模式的工作流程,详述了基于战略Partnering模式的工程项目组合管理机制应包括信任机制、沟通机制、协作机制、利益机制与调节机制。     

Partnering模式中伙伴收益分配比例的确定

对工程项目采用合伙制(Partnering)模式带来的风险进行了分析。在此基础上,根据“风险分担,收益共享”的原则,确定了伙伴收益分配遵循的四条原则;并利用模糊综合评判法,给出确定收益分配比例的一个计算方法。     

浅谈Partnering模式的定义

在特定的背景下提出采用Partnering模式,意识到它是提高市场竞争力、降低成本、提高进度、减少索赔的理想项目管理模式。考察了20多年来许多组织、个人对Partnering模式从不同角度的理解,综合分析Partnering模式的定义,本文强调运用Partnering模式的首要问题应是正确把握Partnering模式的内涵。     

工程合作伙伴模式研究综述

合作伙伴模式在建筑行业中的应用是近年项目管理研究的重要主题之一。本文的主要目的是对国内外相关学者的研究成果进行介绍。大量的研究证明合作伙伴模式在提高生产效率，降低建造费用，提高项目满意标准和减少建造时间等方面都比传统工程建造模式更为优越。随着合作伙伴模式的推广应用，出现了一系列应用规范和概念，而新近的研究集中于探索如何促使合作伙伴模式能够得到成功的应用。通过总结相关的研究成果，结合中国实际进一步对合作伙伴模式的研究做出了展望。     

How external partnering enhances innovation: evidence from Chinese technology-based SMEs

If China is to make the leap from being a manufacturer of goods, often for others, to being a world-class innovator, then Chinese small and medium sized enterprises (SMEs) have an important role to play in achieving this future goal. Much recent debate has focused on innovation activities of multinational corporations in China, with little attention paid to the role of indigenous SMEs and how they attempt to become more innovation oriented. This paper presents findings from 10 case studies of SME firms based in the Zhejiang Province of China to try and establish to what extent external partnerships have helped them become more innovative and competitive. The most common forms of partnering used by these firms is collaboration with universities, with customers and key suppliers, which has implications for how learning and absorptive capacity affects the firm's innovation strategy.     

The nature of partnering experience and the gains from alliances

We examine the conditions under which the prior partnering experience of firms contributes to value creation in their new alliances. We propose that prior experience with the same partners, that is, ‘partner‐specific experience,’ provides greater benefits than ‘general partnering experience’ that encompasses all prior alliances with any partner. We further explore some of the boundary conditions for the effects of partner‐specific experience. We suggest that the effect of partner‐specific experience on value creation in alliances is moderated by the extent to which the assets of the new partner differ from those of the firm's prior partners. We also propose that the firm's own technological and financial resources increase the benefits of partner‐specific experience. Finally, we predict that the value of partner‐specific experience will increase under high levels of firm‐specific uncertainty. We test these hypotheses with comprehensive longitudinal multi‐industry data on joint ventures formed among Fortune 300 firms between 1987 and 1996. Based on stock market returns to joint venture announcements, the results provide support for the contingent value of partnering experience. The implications for managing alliances and advancing organizational learning are discussed. Copyright © 2009 John Wiley & Sons, Ltd.     

Partner Selection for International Marketing and Distribution in Corporate New Ventures

The software industry offers numerous options for a firm to arrange its international marketing activities. Although a prominent way to enter the international market is through co-operation, there is a limited amount of research regarding partner selection. The purpose of this paper is to explore how entrepreneurial corporate new ventures use partners in their international marketing. A representative case study is used to illustrate the partner selection and evaluation process in the software industry. Our findings indicate that small entrepreneurial firms can and should use partners in their internationalization. However, a more analytical approach to their selection is needed.