基于信任观点的企业联盟治理机制演变机理研究

随着经济全球化、客户需求多样化和技术创新的不断加快.越来越多的企业开始通过战略联盟来获取资源,实现优势互补,维持自身在市场中的竞争优势.当然,合作中的竞争也使企业面临自身,核心技术被窃取及优势资源流失的风险.因此,联盟内合作企业间治理机制的构建及其有效性具有非常重要的现实意义,而合作企业间信任关系在联盟治理机制演变过程中起着非常重要的作用.联盟成立初期,企业主要采取正式契约治理联盟;随着双方合作的不断深入,联盟经理间个人关系的发展、企业对合作伙伴预期的实现及联盟绩效的公平获取,会促进双方感性信任的建立.而合作企业间感性信任的发展又会降低对正式契约治理的依赖性,转而使用柔性更高、交易成本更低的关系契约治理联盟.     

心理契约视角下公务员忠诚度管理研究

作为维系公务员对行政事业单位忠诚度的心理纽带,心理契约是增强公务员和组织之间关系的情感支撑。交易型心理契约有助于维系公务员对组织的被动忠诚,而关系型心理契约则与公务员的主动忠诚有着更为密切的关系。本文依据公务员在不同职业阶段建立的心理契约,从忠诚度的建立、培养及延伸等方面,提出了针对性的措施来提高公务员的忠诚度,并促使公务员对组织的被动忠诚向主动忠诚转化。通过建立并维持良好稳固的心理契约,激发公务员的积极性和创造性,他们会更加主动地为人民服务,维护国家和人民的利益。     

论员工心理契约的管理

员工心理契约与书面契约并存 ,它可以看作是书面契约的一个补充 ,对维系雇佣关系 ,保持员工士气等方面都起着十分重要的作用。文章首先回顾了心理契约产生和研究的历史 ,然后分析了心理契约的功能与违背的行为模式 ,最后提出了管理员工心理契约的对策。     

从物流外包到物流联盟:契约机制体系与模型

通过比较物流外包与物流联盟的本质区别,构建物流外包契约机制的理论体系与模型。论证了物流外包的非实质性对策及物流联盟的实质性对策;通过建立恰当的契约机制可以实现从物流外包向物流联盟的飞跃;物流外包的契约机制包含数量柔性契约机制、质量契约机制、价格契约机制、收益分享契约机制、旁支付契约机制、混合协作契约机制、信息甄别契约机制、信号传递契约机制、道德毁损契约机制以及逆向选择与道德毁损并存下的契约机制;不同的对策结构应采用不同的契约机制。     

心理契约在员工管理中的作用分析

心理契约是维系组织和成员关系的心理纽带,是维持和发展员工与组织关系的内在力量。充分发挥心理契约的作用,重视心理契约的构建,对于创建充满活力的企业组织具有重要的意义。     

知识型员工心理契约的维系研究

随着知识经济时代的来临,知识型员工的管理成为企业管理的核心问题。心理契约作为知识型员工与企业之间的纽带,为知识型员工管理提供了全新的理念。本文立足知识型员工的特征,探讨了其心理契约维系的策略。     

浅析财务契约完善与财务战略管理的关系

作为现代企业职能管理的一个特殊构成部分,财务战略管理在企业战略管理体系中占据重要地位,本文通过分析财务契约的缔结对于财务要素投入者之间所达成的各种关系的影响,探讨了财务契约完善对于财务战略的制定及实施的意义。     

人力资源管理中良好心理契约的构建

本文拟对近年来组织行为和人力资源管理领域中兴起的心理契约问题进行综述性的介绍.并探讨心理契约时于加强职业生涯管理,组织中形成良好的雇佣关系、完善人力资源战略、制定薪酬福利政策、改进招聘及培训的指导意义.     

基于心理契约的员工关系管理

本文从员工关系管理中的心理契约出发,提出了在员工关系管理中,应该重视对新员工心理契约的引导、与员工进行有效沟通、结合员工需求进行激励、保持管理政策的公平性等,以维系良好的心理契约,创建和谐的员工关系。     

基于心理契约简析企业人力资源的开展

心理契约是企业与员工在签订劳动合同时无形中建立的一些期望条款。心理契约作为维系企业和员工关系的心理纽带,其在企业人力资源管理工作中,起到了不可估量的作用,对企业的招聘、培训、激励管理等方面有着重要的指导意义。为此,要重视心理契约的作用,并将心理契约的作用充分发挥出来,努力构建一种和谐的心理契约,这对于增强企业凝聚力、创建充满活力的企业文化具有非常重要的现实意义。本文阐述了心理契约的定义和特点,并且对基于心理契约的现代企业人力资源管理进行了探讨。     

Entrepreneurial alliances as contractual forms

Advancing upon taxonomical research on interfirm alliances, we investigate the design of entrepreneurial firms' alliances in more fine-grained terms by focusing on the specific contractual provisions that firms negotiate into their alliance contracts. Drawing upon transaction cost arguments, we examine the determinants of the contractual complexity of collaborative agreements in the German telecommunications industry. The findings reveal that alliance contracts vary greatly in their complexity, yet contracts for non-equity alliances tend to be no more or less complex than those for equity alliances on average. Furthermore, multivariate findings on the roles of transaction-specific investment, relational capital, search costs, and so forth demonstrate that firms' contractual and governance choices have distinct antecedents.     

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。     

基于供应链战略联盟的竞争优势研究

在阐述供应链与供应链战略联盟内涵的基础上,以SWOT战略理论为分析框架来研究供应链战略联盟形成的原因,并从低成本竞争优势与差异化竞争优势两方面对供应链战略联盟所创造的竞争优势进行深入研究。     

推进武汉产学研战略联盟的思考

产学研战略联盟是提升自主创新能力的重要途径,推进产学研战略联盟已经成为中国实践可持续发展战略和科教兴国战略的自觉选择,分析了武汉产学研战略联盟的发展现状及其制约因素,提出了推进武汉产学研战略联盟的几点建议。     

Strategic alliances by venture capital backed firms: an empirical examination

A growing body of literature examines the formation of strategic alliances as an important value-added role provided by venture capital firms. This paper contributes to this literature by examining two related questions: whether venture capital firms use strategic alliances as a substitute or compliment to capital infusion, and how venture capital firms use alliances to mitigate different types of risk. Results from 2505 venture-backed startups reveal that venture capital firms treat alliance formation as a substitute for capital infusion and that the breadth of the network of syndication partners investing in the startup increases the number of its strategic alliances. We also find intentionality in alliance formation. Specifically, firms operating in industry environments characterized by technical risk are more likely to form alliances with partners capable of mitigating technical risks, and firms operating in environments characterized by market risk are more likely to form alliances with partners capable of mitigating market risk. Our findings lend additional support to the perspective that alliances represent an important mechanism through which venture capital firms add value to their portfolio companies.     

Knowledge sharing in China–UK higher education alliances

Knowledge sharing through cross-border strategic alliances has been seen by firms as one of the critical strategies to pursue sustainable competitive advantage. However, empirical investigations on how knowledge sharing occurs in strategic alliances are limited and are rarely concerned with strategic alliances in the higher education industry. Based on an empirical investigation of China–UK educational alliances, this research sheds light on this under explored area. Findings reveal that the scale of academic and organizational knowledge sharing is affected by knowledge attributes and partner characteristics. While knowledge sharing in China–UK higher education alliances displays numerous similarities with that occurring in other industries, this study reveals features that are distinct to this important and increasingly international sector. In so doing, this paper offers valuable insights for managers and policy makers concerned with the internationalization of higher education.     

Strategic alliances and the rate of new product development: An empirical study of entrepreneurial biotechnology firms

A key to success in industries populated by entrepreneurial high-technology firms is the rate at which the firm develops new products. Rapid product development creates significant advantages for entrepreneurial firms, including access to early cash flows, external visibility, legitimacy, and early market share. The higher a firm's rate of new product development, the more likely the firm is to achieve and maintain these first-mover advantages. This is particularly true in industries such as pharmaceuticals, where the effectiveness of patent protections leads to patent races in which a “winner take all” scenario exists. But even in industries where patent protection is weak, the advantages of being first, in terms of market preemption, reputation effects, experience curve effects, etc., can still be of major importance. We argue that one way an entrepreneurial firm can increase its rate of new product development is by entering into strategic alliances with firms that possess complementary assets.The basic proposition advanced is that a firm's rate of new product development is a positive function of the number of strategic alliances that it has entered. However, the relationship between strategic alliances and the rate of new product development may be nonlinear. Specifically, although strategic alliances may initially have positive effects on the rate of new product development, this relationship may exhibit diminishing returns. Moreover, past some point it is possible that negative returns may set in. Thus, the relationship between the number of alliances and the rate of new product development may be an inverted U-shape.Two reasons can be given to support such a relationship. First, not all alliances will make an equal contribution to increasing the rate of new product development. The economic “law” of diminishing returns suggests that the more alliances a firm engages in, the more likely it is to enter some alliances whose marginal contribution is relatively minor. Such a phenomenon on its own is enough to suggest diminishing returns.Second, gaining access to complementary assets through strategic alliances is not without risks. Malperformance may occur when the firm discovers that the complementary assets provided by the partner are a poor match, fail to live up to the promises made by the partner, or a partner may opportunistically exploit an alliance, expropriating the firm's know-how while providing little in return. These problems arise because the effectiveness with which the firm can select and manage alliance partners is likely to be negatively related to the number of alliances the firm is managing. Due to information processing requirements, the quality of partner search and the ability to monitor the partners' actions will decline as the firm increases the number of alliances in which it is involved. This reasoning leads to a prediction that past some point, alliances will be increasingly vulnerable to malperformance. This raises not only the possibility of diminishing returns to the number of alliances, but also negative returns as the number of alliances increases past some critical point.This proposed relationship between alliances and new product development was tested on a sample of 132 biotechnology firms. The results provide strong evidence to support the inverted U-shaped relationship between the number of strategic alliances and the rate of new product development. Therefore, at low levels strategic alliances are positively related to new product development, but as the number of alliances increases, the benefits begin to decrease, and at high levels the costs of an additional alliance actually outweigh the benefits.     

Governance and Performance of Strategic Alliances in Africa: The Role of Institutions

ABSTRACT

This article seeks to contribute to the institutional perspective of the governance of strategic intercompany alliances in Africa, through examination and analysis of a typology of informal African institutions. We support the view that interactions in African institutions determine the pertinent choice of governance mechanisms for intercompany alliances. In African institutional environments, the success of strategic alliances is subject to differentiated interactions among the contract, institutional confidence, interpersonal confidence and inter-organizational confidence. In the area of strategic management, this article provides theoretical and managerial contributions to our understanding of the institutional approach to the governance of strategic business alliances in Africa.     

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.     

Outsourcing: Current and future trends

Highlighted are two reasons for outsourcing: cost and focus on the core competencies of the enterprise. Surveying U.S., U.K., and Continental Europe companies concerning current and future outsourcing trends positions outsourcing as a prominent strategic lever. Achieving “best‐of‐breed” practice is predicted to occur through new technology. Also, human resources and IT outsourcing will become more prominent. The results strongly indicate that partnership alliances and performance‐driven contracts will become as important as the current preferred, trusted supplier relationship. Keiretsulike, horizontal linkages will be required to realize scale and competency advantages from future outsourcing arrangements. © 2005 Wiley Periodicals, Inc.