如何扶持产业联盟健康发展

产业联盟的形成为当今世界发达国家和地区的高新技术产业发展提供了成功经验.产业联盟建设是高新技术产业经济发展方式转变的重要举措,如不加强对产业联盟的组织、引导和支持,产业联盟很难健康、有序、有效地发展. 国家科技部等六部门在2008年12月就联合发布了<关于推动产业技术战略联盟构建的指导意见>,成为指导我国构建相关产业联盟的指导性文件.     

产业联盟促进“三链融合”发展作用机制研究

本文通过分析产业联盟的概念与特征,产业链、创新链、资金链的构成及互动机制,构建了"围绕产业链部署创新链,围绕创新链完善资金链",实现"三链融合"发展研究的分析框架。重点研究阐述了产业联盟与"三链融合"发展之间的作用关系,并针对我国产业联盟发展面临的主要问题,提出了产业联盟有效促进"三链融合"发展的对策建议。     

高科技产业集群共性技术合作研发模式研究

产业共性技术对于促进国家产业技术发展与科技进步具有重要作用,因而成为各国政府的重要科技政策。高科技产业集群技术的获取多以合作为主要模式,从我国高科技产业集群发展实践来看其共性技术研发的模式主要有：以政府为主导,企业和科研院所合作为依托;根据市场需求,单个企业和科研院所自发合作;合作形成产业联盟。在合作模式基础上,实施模块化决策、积极筹措资金、阶梯式研发等措施积极构建共性技术合作研发创新系统。     

基于产业联盟构建的淮安市盐化工高技术创新人才共享研究

构建产业联盟是淮安盐化工产业未来创新发展的重大战略取向,高技术创新人才是盐化工产业快速发展的强力支撑。文章阐述了产业联盟构建和高技术创新人才共享的相关理论基础,分析了盐化工企业高技术创新人才现状和问题,探索了盐化工产业联盟构建中的高技术创新人才共享的基本路径,设计了产业联盟构建及高技术创新人才共享三阶段战略框架,提出了基于产业联盟构建的盐化工高技术创新人才共享的建议。     

基于点轴理论的珠三角区域海洋产业布局研究

改革开放以来,珠江三角洲区域充分发挥自身独特的区位优势,及时抓住发展海洋经济的机遇并取得了举世瞩目的成就。"十二五"期间,珠三角海洋产业面临新的挑战。制约珠三角地区海洋产业布局的因素是:海洋生态环境恶化、资源利用率低,海洋科研力量有限、科技转化率低,海洋监管职能分散,统管协调性差。珠三角海洋产业总体布局要选择海洋产业布局点,构建海洋产业发展轴,带动海洋经济发展面。珠三角海洋产业发展的保障措施是:大力推动海陆经济一体化布局,充分考虑海洋产业间的排他性,保障海洋资源可持续利用,提高海洋科技创新及转化能力,强化海洋综合管理,促进海洋产业投资多元化。     

对我国电动汽车产业链发展模式的思考

本文对电动汽车产业链构成的关键环节进行了分析,在此基础上,对影响我国电动汽车产业链发展的限制因素,包括产业发展方向、技术和成本以及配套设施等方面加以分析。从政策引导、企业主导、技术创新和能源配套等方面出发,对我国电动汽车产业链发展模式及产业联盟的构建提出了解决思路和相关建议。     

加快河北省产业技术创新战略联盟发展的对策建议

分析了我省产业技术创新联盟现状,提出我省发展产业技术联盟的合作机制和运行模式、联盟知识产权协同运用、政府资源配置投入方式等对策建议。     

江西产业技术创新体系的产学研战略联盟问题研究

我国对于产业技术创新战略联盟这种组织形式的研究还处于起步阶段。江西省多数行业内的大多数企业普遍实力较弱,技术创新战略联盟构建存在相当多的困难,难以引领产业技术进步和技术赶超。文章针对当前产学研结合存在的主要问题,对产学研战略联盟的理论、重要意义进行了再认识,对实践问题进行了有益探讨,针对性地提出了构建技术创新战略联盟的思路、指导原则及发展机制,并提出了相应的对策建议和研究展望。     

发达国家区域发展政策工具创新及启示

借鉴部分发达国家区域发展的经验,结合我国实际,在区域发展的"极化效应主导"阶段,应从经济转型发展与产业结构调整、产业空间布局与区域功能分区、财政转移支付与产业内生能力三方面进行宏观调控;在"扩散效应主导阶段",可从区际产业转移与产业承接、产业链整合与产业技术联盟、"四化同步"与统筹城乡发展等角度进行政策工具创新,以推动区域协调发展。     

产业联盟提升地方产业竞争力研究——以湖南省产业技术创新战略联盟为例

本文通过全面调研切实了解湖南省产业技术创新战略联盟发展现状、做法与成效及存在问题,围绕"十三五"新时期湖南省产业发展需求,重新梳理了产业联盟发展定位,并结合湖南省"十三五"科技创新规划和长江经济带十大重点发展产业领域,布局形成了下一步推进产业联盟建设发展方向。最后,针对现阶段存在问题在政策层面给出了具体的对策建议。     

A conceptual framework for R&D strategic alliance assessment for Taiwan’s biotechnology industry

With the rapid development of technology, technology advancement is harder and harder with more and more risks in technology innovation, thus enterprises can’t carry out technology innovation program alone. The development of the emergence of the biotechnology industries provides valuable insights into the role of strategic alliances and networking that shaped the synergy between both industries. This paper provides a step by step methodology to evaluate R&D strategic alliances problem in Taiwan biotechnology Industry. The purpose of this paper is to formalize the choice of R&D strategic alliance modes for an individual multinational enterprise among Joint Venture, Franchise agreement, Licensing Agreement, Subcontract and Merger/acquisition. An illustrative example is presented to demonstrate the applicability of the proposed methodology. The proposed approach also provides a relatively simple and well suited decision making tool for this type of strategic decision making problem. This evaluation mode was identified as a workable method.     

Strategic interactions in DRAM and RISC technology: A network approach

Interorganizational cooperation in some high-tech industries is no longer confined to two-company alliances, but entails industry-wide alliance networks. This article examines how industry analysis and network analysis can be combined to provide a thorough understanding of how network positions, and the overall network structure, may play a part in cooperative strategies. Industry analysis can indicate which properties of the network structure and network positions are congruent with the firms' cooperative strategies, but tells us little about how these network characteristics can be measured. Network analysis provides such measures, which can then be used as feedback in the industry analysis. The article illustrates this approach by comparing the alliance networks associated with the DRAM and RISC microprocessor technologies.     

The Transition from Strategic Technology Alliances to Mergers and Acquisitions: An Exploratory Study

This paper studies a number of research topics derived from the basic question: do interfirm alliances change into mergers and acquisitions as companies that were previously co-operating become integrated? The analysis is limited to the group of strategic technology alliances, i.e. those interfirm agreements for which joint technology development or technology sharing is part of the agreement. The paper first explores the literature that refers to the possible transition from strategic technology alliances to mergers and acquisitions. Based on this we formulate a number of hypotheses regarding the change in modes of governance and several dimensions of this process related to the international distribution of transformed alliances, their industry specificity, the size of firms, and the distribution of contractual and equity agreements. The major finding of our research is that the transformation from strategic technology alliance to merger and acquisition hardly ever takes place. This suggests that alliances and mergers and acquisitions are not part of a rather smooth continuum but they are first of all different modes of governance where one mode certainly does not lead to the other     

The Emergence and Popularization of Strategic Alliances: Institutional and Entrepreneurial Views

Strategic alliances have become a popular strategy in many industries. However, the process through which alliances emerge and get popularized is not well understood. While both the institutional and entrepreneurial views are relevant, they represent competing explanations regarding the alliance phenomenon. This paper recognizes both views and sees alliance emergence as a function of both the firms entrepreneurial posture and its institutional environment. The popularization of alliances is discussed as a legitimization process that changes the institutional environment, which in turn encourages more alliance formation.     

港口物流园区联盟问题探讨

文章从分析港口物流园区联盟合作的动因出发,研究港口物流园区联盟伙伴及联盟方式等问题。港口物流园区的联盟伙伴可以是港口产业集群中包括港口、航运、物流、货主、临港工业区在内的一方或者多方,联盟的方式可以是非正式的,也可以是契约性的、股权参与的、合资的,还可以构建虚拟企业等,文章以期对港口物流园区联盟的发展起到参考借鉴。     

Do Firms Learn from Alliance Terminations? An Empirical Examination

In this paper, drawing from the learning from failure perspective, we argue that firms that have experienced prior terminations are less likely to have their future alliance terminated. Our key argument is that prior terminations will enable firms to design better alliances and adopt more appropriate alliance management strategies to avoid future terminations. We also suggest a more nuanced view of learning by hypothesizing that termination experience will mediate the relationship between alliance formation experience and likelihood of termination. We used the case–control methodology to select a sample of 198 alliances (consisting of 99 terminations and an equal number of surviving alliances) from the global biotechnology industry, and deployed logistic regression analysis to test the hypotheses in a multivariate setting. Our analysis strongly supports both hypotheses.     

The Dynamics of Alliance Conditions in the Alliance Development Process

One of the key issues in understanding the developmental processes of strategic alliances is how the alliance conditions change over the different stages of alliance development. A related question concerns the nature of the co-evolutionary dynamics of alliances in terms of their constituent partner firms. In this article we propose an integrated process model of alliances that is based on alliance conditions, allianc developmental stages, and an alliance system comprising co-evolutionary elements. We suggest that alliance conditions, or the key characteristics of an alliance at any given moment, link the alliance environment (firm characteristics) and the alliance development process. We also explore how specific patterns of alliance conditions have differential impacts on the interactive elements of the alliance co-evolutionary system.     

Moving to the Next Strategy Stage: Examining Firms' Awareness,Motivation and Capability Drivers in Environmental Alliances

Complementing extant studies on the antecedents of firms' environmental strategy, this article focuses on the trajectories of corporate engagement in proactive environmental alliances. Specifically, we build an awareness–motivation–capability framework and analyze factors that drive the move beyond incremental pollution prevention and facilitate firms' engagement in transformative, sustainable development strategies in their alliances. Based on 212 environmental alliance‐related observations, our test results indicate limited explanatory power of regulatory pressures, but highlight the role of firms' environmental networks to sharpen their awareness to engage in transformative alliances. Further, we elaborate on the nuances and boundary conditions of firms' risk‐taking propensity, industry concentration, financial capacity and especially prior sector‐spanning experiences as motivation and capability drivers. These insights contribute to the discourse on firms' environmental strategy and alliance formation by depicting how and to what extent environment‐specific and more general firm attributes predispose them to engage in transformative rather than incremental environmental projects. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

Development of hybrid fuzzy multi-criteria decision approach to evaluate key factors for marketing strategic alliance formation based on multiple theories

This study integrates three methods for evaluating the interaction and importance of key factors, while mapping the differences between development and maintenance stages during the formation of marketing strategic alliances in the telecommunications industry. A systematic, quantitative, integrated measurement is proposed to evaluate the importance of factors. Moreover, it provides a holistic picture of similarities and differences across stages for establishing marketing strategic alliance relationships. The factors' evaluation results show that the maintenance stage is critical for the relationship as it relates to sustaining the collaboration and can determine whether a marketing strategic alliance will continue or terminate.