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论文编号：	2041
作者编号：	032892
上传时间：	2010/4/8 15:33:07
中文题目：	企业合作战略及其实践研究
英文题目：	Cooperation Cooperative Strategy Gap analysis
指导老师：	韩经纶
中文关键字：	合作 合作战略 差距分析 合作剩余 关系挖掘
英文关键字：	Cooperation Cooperative Strategy Gap analysis
中文摘要：	合作与竞争是人类行为的基本组成部分，是推动人类社会发展的两股极其重要的力量。虽然在理论研究上合作没有得到与竞争同等程度的重视，但是从战略管理思想的发展趋势看，合作战略代表着战略管理的发展方向。本文从管理哲学的角度，吸取不同学科、不同领域以及中国古代管理文化中的和谐、合作思想，提出企业合作战略，具有一定的理论价值和现实意义。 本文共分八章。第一章提出研究合作问题的理论背景，阐述合作的概念、产生历史、人类合作的偏好、合作的意义、成本、风险及其规避以及合作的原则，对本文的结构、内容、研究方法、研究意义、创新点等进行简单的概括。第二章从合作的哲学、生物学、博弈论和管理学等角度阐述了合作的理论基础。第三章在回顾企业及其目标、战略、战略管理等概念以及战略思维演进规律的基础上，提出企业合作战略的理论框架。第四章，差距分析与合作需求，提出了一种新的战略分析方法。第五章探讨了合作剩余的概念和内涵，讨论了创造合作剩余的源泉、途径和方法。第六章从信任、合作文化、合作机制、合作关系评价、关系挖掘和合作的终止等方面对合作关系的管理进行了阐述。第七章从一个产业的国际化战略和一个新产品的市场营销战略两个方面对合作战略进行初步验证。第八章给出了本文的研究结论、探索性研究工作、未来的研究方向、不足和建议。 本文所采用的研究方法包括哲学分析法、归纳法、演绎法、验证法、比较分析法、案例法和数据分析法等。 本文的贡献主要体现在：（1）初步建立了企业合作战略理论框架。本文将合作与竞争摆在同等重要的位置，从管理哲学的角度提出并研究了合作战略问题，认为合作战略是企业战略发展的新趋势。本文认为合作战略的根本在于坚持互利的价值观，追求合作共赢、共同进步，主张在超越自己的过程中超越别人，其行为具有利他性；合作战略更多地关注到社会主体之间的合作性和互利性，以合作求生存，以合作求发展，甚至以合作来应付不可逃避的竞争和其他各种问题；如果以合作思维来审视环境，不论在企业内还是在企业外，只存在两种对象，不是合作伙伴，就是潜在的合作者；合作战略具有明显的简洁性、一致性和创新性，不论企业内外，都是以合作为轴心，强调资源优化组合，而不象竞争战略那样对内强调合作，对外强调竞争，对一部分对象要合作，对另一部分对象要竞争。但是合作战略并不否认竞争的存在及其作用，而是将竞争作为实施合作战略的方法和手段之一，企业通过合作创造更大的价值，通过竞争对资源进行优化配置并对创造的价值进行合理分配。 （2）提出了一个企业合作战略管理过程模型。虽然与传统战略管理过程一样，合作战略管理过程也是由战略形成、战略实施和战略评价三个基本阶段组成，但是每个阶段的内容和方法有较大的差别。本文提出合作战略管理有战略合作和战术合作两条路径。战略合作路径包括明确目标使命、进行差距分析、界定合作需求、选择合作伙伴、开展合作和合作效果评价六个过程；而战术合作路径包括明确目标使命、利益相关者分析、合作机会界定、开展合作和合作效果评价五个过程。 （3）提出了一种战略分析方法——差距分析和需求界定法。该方法是借鉴平衡记分卡理论及其指标体系，通过分析战略目标和企业现实的差距，以便确定需要在哪些方面、投入多少资源来开展合作。 （4）提出了一种企业之间合作剩余的创造和分配模型。本文认为企业之间合作剩余的创造有三条途径，即增加收益、降低成本和风险、创新经营模式。合作剩余的源泉是企业的资源、能力和文化。在合作剩余的分配方面，本文按照满意原则，提出了一个可分配合作剩余的分配模型。 （5）提出了关系挖掘思路和方法。对关系挖掘的概念、内涵、架构、流程和方法进行了阐述，并给出了一种关系挖掘的具体方法。关系挖掘是对以关系为纽带的企业社会资本进行全面的开发和深入的加工，不断把企业的间接关系变成直接关系，将资源转变成价值，并不断优化关系组合，提高关系资源的效用的过程。关系挖掘的目的是把企业、员工、顾客、合作伙伴甚至顾客的顾客、伙伴的伙伴所拥有的直接、间接关系作为一种资源进行开发，以建立一个不断增值的动态关系网络。建立这一网络的方法就是全方位、多层次地开展互利合作。因此，关系挖掘是企业实施合作战略的一种方法。 经过研究，本文得出如下结论：企业合作战略是基于合作思维的企业行动指南，是企业战略发展的趋势，但并不否定竞争战略。它不仅是可行的，而且也是有效的，可以使企业的社会资本得到更充分的挖掘，从而使企业获得更快更好的发展。
英文摘要：	Cooperation and competition are fundamental components of human behavior and the two are extremely important powers to promote human society development. Although cooperation has not been put the same importance as competition in theoretical research, cooperative strategy represents the trend of strategic management. From the aspect of management philosophy, this dissertation digests harmonious and cooperative thinking from various subjects, fields and traditional Chinese managerial culture, put forward the enterprise cooperative strategy, and has certain theoretical and practical values. This dissertation consists of eight chapters. Chapter 1 put forward the reason and theoretical background of cooperation research, illustrates the concept, generation history, significance, cost, risk and elusion, and the human preference of cooperation and generalizes the structure, contents, research methods, research purpose and innovations of this dissertation. Chapter 2 illustrates the theoretical foundations of cooperation in philosophy, biology and management. Chapter 3 looks back at the concepts of enterprise and its purpose, strategy and strategic management, and the evolution process and disciplines of strategic thinking, and brings forward a theoretical framework of enterprise cooperative strategy. Chapter 4, on the bases of gap analysis and cooperative needs, it advances a new strategic analysis method. Chapter 5 discusses the concept and connotations of cooperation surplus, and the producing headspring, approaches and methods there of. From the aspects of trust, cooperation culture, cooperation mechanism, cooperation relationship evaluation, guanxi mining and the termination of cooperation, etc. Chapter 6 illustrates the management of cooperation relationship. Chapter 7 validates cooperative strategy from two facets: the internationalization strategy of a industry and the marketing strategy of a new product. Chapter 8 set forth the research conclusions, innovations, future research, defects and suggestions of this dissertation. The research methods adopted in this dissertation include: philosophy, case, data and comparative analysis, inductive, deductive and validation method, etc. The contributions of this dissertation include: (1)Putting forward a cooperative strategy theory. Looking cooperation and competition as same importance, setting forth the question of cooperative strategy from the aspect of management philosophy, considering the cooperative strategy as the trend of enterprise developing strategy. It is thought that the essence of cooperative strategy is to insist on mutual beneficial idea, persist in cooperation to all-win and co-evolution, and surpass others during the process of surpassing oneself. Its behavior is more altruism. Cooperative strategy pays more attention to the cooperation and altruism between social main bodies, attaining existence and development from cooperation, or to cope with inevitable competition and various problems of cooperation. If looking into enterprise environment with cooperative eyes, there are only two objects of both outside and inside of enterprise: partner or potential partner. Cooperative strategy has obvious simplicity, consistency and creativity, no matter inside or outside enterprise, focusing on cooperation, emphasizing optimized resource assembling, which is different from competitive strategy that emphasizes cooperation inside enterprises but promotes competition outside, and cooperates with a part of objects while competing with another part. Cooperative strategy does not deny the existence and functions of competition, but makes competition as a promoting method of cooperative strategy. Enterprises cooperate to create more value, and compete to optimize resource allocation and to distribute created values rationally. (2) Setting up a process model of cooperative strategic management. As traditional strategic management process, cooperative strategic management process is also built up by three basic phases: the formation, implement and evaluation of strategy, but the contents and methods of each phase are quite different. This dissertation put forward two approaches of cooperative strategic management: strategic approach and tactic approach. Strategic approach includes six procedures: defining mission and purpose, gap analysis, defining cooperative needs, choosing partners, cooperating and evaluating the effects of cooperation. Tactic approach includes five procedures: defining mission and purpose, interest-related party analysis, defining cooperative opportunities, cooperating and evaluating the effects of cooperation. (3) Putting forward a new strategic analysis method: gap analysis and cooperative needs identification. Through analyzing the gaps between enterprise’s strategic targets and its real status, this method borrows ideas and indicator system from the Balanced Score Card (BSC) to identify which fields and how much resources are needed to invest in order to fulfill cooperation. (4) Setting up a creation and distribution model of cooperation surplus between enterprises. Cooperation surplus between enterprises can be created through three approaches: adding income, reducing cost and risk, and innovating business model. The headspring of cooperation surplus is enterprise resources, capabilities and culture. On the distribution of cooperation surplus, this dissertation put forward a dispensable cooperation surplus model. (5) Putting forward a theory of guanxi mining. Illustrating the concept of guanxi mining and its connotation, framework, process and method. Guanxi mining is the process to generally and deeply process enterprise social capital that is linked with guanxi, to turn indirect guanxi to direct guanxi, to turn resources to value, to optimize guanxi assemblage, and to enhance the utility of resources. The purpose of guanxi mining is exploring the direct or indirect guanxi possessed by enterprise itself, employees, customers, partners, or even customers’ customers and partners’ partners as a kind of resource, in order to set up a sustained dynamic value adding network. The method of building this network is to develop mutual beneficial cooperation from all sides and at multilevel. Therefore, guanxi mining is an approach to implement cooperative strategy. The conclusions of this dissertation are as follows: enterprise cooperative strategy is enterprise’s behavior directory that is based on cooperative thinking. It represents the trend of strategy development, but does not deny competitive strategy. It is not only practicable but also effective. It can make enterprise’s social capital to be explored more sufficiently, thus promoting enterprises to develop better and faster.
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