我国企业跨国知识联盟研究

知识联盟的兴起,成为企业联盟发展的新趋势。我国企业要参与国际竞争,提升自身的核心能力,就必须积极主动地参与构建跨国知识联盟。中国企业在国际化经营和跨国知识联盟中,要培养和提高企业自身的学习能力,培育并建立起自己的一整套企业竞争能力体系。     

国际战略联盟和我国企业跨国经营

<正> 跨国公司经过战后数十年间的迅猛发展,已经成为推动世界经济进步的主要动力。随着60年代、70年代以来的科技进步,国际分工的深化,各国民族主义、保护主义的兴起以及一些行业中存在的激烈竞争,跨国公司正日益把经营方式重点转向国际战略联盟(ISA,InternationalStrategic Alliances)。80年代以来,国际战略联盟方兴未艾,正在对跨国公司和世界经济的发展产生巨大影响。本文将对跨国公司国际战略联盟的特点和动因作一分析,并由此探讨国际战略联盟对我国企业跨国经营的启示。     

我国旅游企业建立跨国战略联盟探讨

旅游企业在国际化的进程中,建立跨国战略联盟,既提升了企业的核心竞争力,又扩大了市场。运用国际化理论分析我国旅游企业,在初级国际化、中级国际化和高级国际化三种形态中,选择最优的战略联盟模式。实施国际战略联盟应严格筛选合作伙伴;构建联盟经济管理小组;加强联盟企业信誉和改善合作协调机制;选定长期合作型联盟。     

我国制造业跨国战略联盟建立的策略及途径

跨国战略联盟作为企业国际化经营的典型形式,已经被众多的当代企业家视为企业发展的全球战略中最迅速、最经济的途径。我国制造业企业应该抓住外部大好机遇,充分利用自身的优势,缩小与国际市场的差距,占据市场制高点。本文讨论了制造业运用跨国战略联盟策略的必要性及具体应用对策,希望能够探索出一条适合我国制造业企业国际化的有效途径。     

我国制造业跨国战略联盟建立的策略及途径

跨国战略联盟作为企业国际化经营的典型形式,已经被众多的当代企业家视为企业发展的全球战略中最迅速、最经济的途径.我国制造业企业应该抓住外部大好机遇,充分利用自身的优势,缩小与国际市场的差距,占据市场制高点.本文讨论了制造业运用跨国战略联盟策略的必要性及具体应用对策,希望能够探索出一条适合我国制造业企业国际化的有效途径.     

国际战略联盟与我国企业跨国经营

国际战略联盟是近年来企业发展战略中极为重要的一种组织形式,也是管理理论界探讨的热门话题之一。本文简要介绍了国际战略联盟的概念及特点,分析了国际战略联盟形成的内在动因,提出了我国企业在跨国经营过程中应采取的对策、措施。     

企业战略联盟的价值链分析

在分析价值链及其构成的基础上，探讨了企业战略联盟可以聚合彼此在不同价值链环节中的核心专长，有助于企业顺应价值链一体化竞争的需要，并且在共享价值链上获取更多的“净竞争优势”。 有利于企业建立相互信任机制，成功的组建战略联盟。     

战略联盟理论及企业联盟策略选择

本文在对战略联盟相关理论综述评析的基础上,从单个企业的角度,探讨了相应的企业策略,以及企业建立战略联盟或参与联盟运作的一般程式。     

当代国际贸易发展的趋势及我国的对策

20世纪90年代以来，经济全球化和高新技术的发展，对传统国际贸易产生了深刻的影响。国际贸易发展在保持其80年代所出现的发展中国家在世界贸易中地位增强，国际贸易在支持世界经济增长以及服务贸易异军突起等特点的基础上，近期又出现了几大新的发展趋势，而研究国际贸易的发展趋势，是我国制定和完善出口发展战略的重要前提。本通过研究当代国际贸易的发展趋势，分析了我国应该如何制定相应的政策来促进我国对外贸易的发展。     

Patterns of strategic alliances between rival firms

This article describes the results of a research project which examined 171 alliances set up by competing firms in an international context. It presents an empirically-based taxonomy of such alliances constructed on the basis of a set of variables chosen for their demonstrated or assumed influence on the evolution and outcomes of strategic partnerships. Three contrasted types of alliances are identified: quasi-concentration alliances, market penetration alliances and shared supply alliances. They differ according to two fundamental dimensions: their symmetrical or dissymmetrical nature and the way in which they alter competition. Legal structure, often emphasized in previous research on the subject, does not emerge as a strongly discriminating factor. Hypotheses on the likely evolution and outcomes of each type of alliance are derived from the taxonomy.We are grateful to Barbara Gray, Stuart Hart, Aneel Karnani, Will Mitchell, Michel Tenenhaus, and to two anonymous reviewers for their very valuable and helpful comments on earlier drafts of this article. Our research project was funded by Fondation HEC, whose support we gratefully acknowledge.     

Dynamic learning and strategic alliances: A commentary essay

Strategic alliances and the learning benefits they foster in partner firms inspire a rich literature in the organizational sciences. Part of this literature asks whether or not alliances drive dynamic learning opportunities and thus help partner firms create or enhance dynamic competitive capabilities. Chen, Lee, and Lay (2010) show that alliances do foster the development of dynamic competitive capabilities and do this through dynamic learning mechanisms. This commentary essay critiques the merits of the authors' potential contributions to extant theory and managerial practice and offers new questions for further research.     

Exploration and exploitation fit and performance in international strategic alliances

Exploration and exploitation constitute two separate, potentially conflicting strategic choices for firms engaged in international strategic alliances. Our empirical study challenges the ambidexterity argument and demonstrates that exploration and exploitation are separate (though not necessarily antithetical) strategies with different antecedents and performance consequences.Our results show that while competency similarity is conducive to upstream innovative performance, prior experience with the partner is potentially damaging for this type of performance and trust and cultural distance do not play significant roles. When the motive is efficiency and downstream market performance, prior experience with the partner instead is beneficial, as are high levels of trust and low levels of cultural distance. These findings have key implications for literature on strategic fit and alliance performance.     

The effects of strategic hospital alliances on hospital efficiency

This study examines the effects of strategic alliances on the efficiency of hospitals controlled by the Department of Health in Taiwan. Overall, it is found that the efficiency of the hospitals improved after they formed strategic hospital alliances (SHAs). The results also indicate that smaller hospitals located in competitive areas are more efficient, as exemplified by shorter patient stays, higher occupancy rates, and lower mortality rates. Based on Taiwan's experience, it is inferred that SHAs do improve the performance of the participating hospitals. It is hoped that the results of this study will encourage health policy officials and healthcare organizations in other countries to consider implementing similar strategies for their hospitals.     

A preliminary typology of learning in international strategic alliances

The idea of gaining access to sources of know-how located outside of the organization through strategic alliances is increasingly popular. This article examines the issue of learning in strategic alliances. Two different objects of learning are discussed and compared. They are “learning the other partner’s skills” and “learning from strategic alliance experience.” Depending on whether the partners concerned focus on the same or different objects of learning, four patterns of learning, namely asymmetrical, non-mutual, competitive and non-competitive, are identified. It is expected that firms behave differently when engaging in different patterns of learning. Based on cross-pattern comparisons, research propositions are suggested and point to a fresh research direction. Moreover, managerial implications are discussed.     

A dynamic approach to the analysis of strategic alliances

The increasing trend in strategic alliance formation between major firms around the world, has prompted researchers from various disciplines to look at this phenomenon in great detail. In this paper, we review alternate approaches in the literature in this area. We then propose a non-linear dynamic approach to study the formation of competitive strategic alliances and contrast it with the traditional game-theoretic approach. The pros and cons of these two approaches are discussed with reference to a competitive alliance scenario. Dynamic models have significant managerial implications as they enable us to investigate ‘if-then’ type scenarios and project the impact of different strategies.     

The strategic response of multinational enterprises to NAFTA

The North American Free Trade Agreement (NAFTA) incorporates both market liberalizing and market closing measures. For example, the apparel provisions of NAFTA will relieve Mexico of burdensome quotas in the North American market but will impose ultrastrict rules of origin upon the industry. Rugman and Gestrin develop a frame-work that explains paradoxes such as this one by distinguishing between measures that prompt production at the national level versus the regional level. Although their analysis only considers a few significant industries, their framework illuminates the agreement's impact upon virtually any sector of the North American economy.     

Implications of strategic alliances for earnings quality and capital market investors

Strategic alliances are well-established organizational forms and a means of strategy implementation. Despite their growing pervasiveness in the economy, existent literature provides few insights about earnings quality of strategic alliances. This challenge is especially severe in contractual alliances (CAs), where firms do not form a new corporate entity that is separate from the parent organization in comparison to joint ventures (JVs). We investigate how earnings attributes differ depending on involvement in strategic alliances of 8137 CAs and 3026 JVs spanning 1997–2007. We find, in particular, that earnings attributes of firms involved in contractual alliances are broadly reflective of low underlying accounting quality. Relative to JV firms and non-alliance (NA) firms, they have higher levels of discretionary accruals, lower accrual quality, and earnings that are less persistent, less smooth, less relevant, less timely, and less conservative. They also have lower earnings response coefficients.