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.     

吉祥无线电股份有限公司的资产剥离计划

本案例展现了一家公司拟对两个分厂实施剥离时,在发展战略、公司财务、生产经营、人力资源等各方面所要面对的问题,以及董事会内部的意见冲突。面对复杂的局面,董事会最终会作出怎样的决策呢?     

Toward an integrative cartography of two strategic issue diagnosis frameworks

There exist two prominent accounts of how managers make sense of and take action in relation to strategic issues. The threat–opportunity (TO) and feasibility–urgency (FU) approaches primarily emphasize automatic/affective and active/deliberative strategic issue diagnosis processes, respectively. Current research, however, does not effectively integrate or fully explore the relationship between these two frameworks. We employ theory‐building literature to develop a framework that highlights four distinct and increasingly integrative lenses through which such an exploration can be systematically carried out. Analyzing data from how firms reacted to the economic uncertainty of early 2003, the results of our study indicate that the FU approach is a better predictor of both intentions and actual responses than the TO approach. Our results also indicate that threat is positively related to urgency and negatively related to feasibility, while opportunity is positively related to feasibility and negatively related to urgency. Further, using the expectancy–instrumentality–valence (EIV) motivational theory as a framework, we factor analyze both TO and FU items, identifying three underlying constructs of favorability, urgency, and influence (which we dub FUI). FUI has a higher predictive efficacy than the TO approach alone. We highlight implications for theory building and research in the strategic issue diagnosis literature. Copyright © 2007 John Wiley & Sons, Ltd.     

基于“文化—战略—执行”三环链模型的企业战略管理创新研究

当今世界,企业所面临的生存环境越来越复杂多变,企业战略制定的正确与否直接决定着企业发展的前途与命运。文章提出了"文化—战略—执行"三环链模型,并运用此模型对动态竞争环境下的企业战略管理进行研究探索。企业要在动态环境中获取持续的竞争优势,应理顺企业文化与企业战略之间的矛盾统一关系,处理好企业战略与企业执行力提升的关系,加强战略与企业文化的融合,完善战略执行的文化动力机制。     

煤炭企业战略管理中存在的问题及其对策

针对目前我国煤炭企业在战略管理过程中存在的问题进行了分析,并提出要制定切实可行的发展战略、积极推进企业考核管理机制改革等相关对策,以加强煤炭企业战略管理。     

提升企业“软实力”——战略公关模型构建与解析

本文重新构建了企业“软实力”的四力结构模型，将企业“软实力”归结于形象影响力、资源整合力、文化制导力以及环境应变力，从多个角度对提升企业“软实力”的途径进行了全面分析和解读，提出了战略公关理念并界定了战略公关框架的四个维度，对机制管理、形象管理、策略管理、绩效管理进行了分析。     

纵向技术联盟利益分配机制研究

不同的纵向技术联盟模式决定了不同的形成机理,并由此影响利益分配。文章将纵向技术联盟分为松散型和紧密型,建立了基于分配因子的利益分配模型,通过无限期界讨价还价博弈方法进行逆向求解。结果表明:如果不考虑技术型中间投入品的交易价格,并且当紧密型纵向技术联盟的分成因子受到一定限制时,企业倾向于组建利益可重新分配下的更为紧密的纵向技术联盟。     

中国商业银行引进境内外战略投资者比较分析

2004年以来,中国商业银行开始了大量引进境内外战略投资者的工作,取得了巨大成果,本文运用比较研究的方法,探索境内战略投资者和境外战略投资者在参股中国商业银行的时间、目的、规模、资格、股权来源结构等方面的差异。     

市场导向的战略营销管理:一个分析的框架

相对于交易营销范式和关系营销范式来说,战略营销管理范式以市场为导向适应了全球化背景下竞争激烈的营销环境.是一次重要的范式创新.以获取关键顾客价值和营销竞争力为基础分析战略营销管理框架对于企业应对复杂的竞争环境具有深远的影响.     

TRAFFIC MANAGEMENT IN WHOLESALE INTERNATIONAL ROAMING: TOWARDS A MORE EFFICIENT MARKET?*

Despite a general trend of lower charges for mobile calls, in Europe, prices for international roaming calls have remained at levels that are surprisingly high. The apparent reluctance of mobile network operators to lower roaming tariff is generating many antitrust concerns. This paper presents in a two‐country two‐firm framework the functioning of the current system governing wholesale international roaming agreements based on interoperator tariffs. The focus is on the role of traffic management; thanks to the emergence of traffic direction techniques, mobile network operators are allowed to select the roaming partner. We show that, unless these techniques do not allow for perfect control on traffic flows, traffic management does not improve the market's efficiency. In line with the regulatory mechanism recently adopted by the European Commission, we show that a simple price cap mechanism may restore partial efficiency in the wholesale market. We also show that although cross‐border cooperation at the wholesale level is Pareto efficient, it will not emerge as an equilibrium of a two‐sided matching game.