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论文编号：	423
作者编号：	2120062295
上传时间：	2008/6/11 11:06:22
中文题目：	战略联盟及其风险控制
英文题目：	Strategic Alliances and the Re
指导老师：	张诚
中文关键字：	战略联盟;协控能力;风险控制
英文关键字：	Strategic slliances;Coordinati
中文摘要：	自20世纪80年代以来，企业越来越重视利用战略联盟，来提高企业的竞争地位。而且，战略联盟的目标不再局限于稳定供货来源与供货质量，或者分销现有的产品，而是进一步扩大到更多的业务领域，诸如研究开发活动等。不仅存在强弱企业之间的联盟与合作，在一些实力雄厚的大型企业之间，在一些相互竞争的企业之间也出现了大量的战略联盟。在这种背景下，人们说，现在企业间的竞争已经是群体间的竞争；也有人说，我们所处的时代是一种企业间竞合关系的时代。 在战略联盟关系迅速发展的同时，参与联盟的企业也面临着一些新的问题。因为战略联盟是由相互独立的企业之间展开的有限的合作，这种属性决定了联盟合作必然存在着这样或那样的利益冲突。由于联盟的决策机制、文化冲突等因素，使联盟成为一种不稳定的组织；而且，由于企业联盟所面临的是一个复杂的、多变的环境，无形中增加了联盟管理的复杂性和管理难度。 对战略联盟风险的解决不能只强调一些策略性方法，而必须先从最基本的问题入手，即从提高企业自身的组织能力和制度能力，从根本上着力提升企业面对联盟风险的协控能力。 本文在前人研究成果的基础上，研究分析了战略联盟的发展过程、战略联盟带来的全程性风险以及对于这种特殊的管理风险的管理策略。对于战略联盟引致的风险，需要提升企业的联盟能力（或协控能力）来加以适应与消化。组织协控能力通过如下的环节影响着企业联盟风险的管理过程。其中包括：设计有效的管理联盟的战略构想、联盟的结构设计、认知管理与关系管理中有目的的多要素整合等。并认为对联盟关系的管理，需要协调和控制企业所有联盟的相关活动，以组织化、制度化的整合能力来应对来自联盟的不稳定性和复杂性引致的联盟管理风险。企业联盟风险管理机制包括信任机制、信息共享与沟通机制、协调机制以及约束机制，它是防范联盟面临的全程性风险的主要制度规范，也是保持联盟运行效率的重要保障。
英文摘要：	Since 1980’s, many companies have put their special attention on strategic alliances to strengthen their competitive position, and their alliance targets are mainly in these fields such as R&D, etc. not limited to those aspects as to stabilize their sourcing strategy, or to distribute their existing products as before. Strategic alliances usually are adopted between/among advantaged and disadvantaged companies, competitors and even some business giants. In this point, as some people described that nowadays competitiveness are taking place between/among allied company groups, or as others said, we’re now facing a new time that companies have to get their competitive advantage by so-called co-opetition alliances. But those involved companies in strategic alliances have to face some managerial problems because a strategic alliance is operated by two or more independent companies with limited management involvements in a changeable and complicated business circumstances that may bring managerial conflicts and complexities due to such reasons as decision-making mechanism, culture conflict, and the like., and thus the alliances may become unstable. To solve these managerial problems, some tactical approaches are not enough, which usually concentrate on addressing symptoms but not root causes. The thesis tries to resolve those managerial problems by strengthening organizational coordinating and monitoring competences based on organizational capacity. Based on some existing research results on strategic alliances, the thesis studied and analyzed its developing process, managerial risks and some targeted management strategies. For those managerial risks caused by strategic alliances, it is essentially important to strengthen a company’s alliance capability or its coordinating and controlling competences to adapt to or solve these risks. Our opinion on this point is that organizational coordinating and controlling competences can take effects on these managerial risks by planning effective strategic vision, structural design, perception management and relationship management for a strategic alliance, and for the latter, relationship management, some methods are necessary to coordinate and control all the relative activities in a strategic alliance to avoid or prevent those managerial risks. Strategic alliances management mechanism including trustful mechanism, information sharing and communicating mechanism, and coordinating mechanism, are important supporting measures not only for avoiding and preventing of managerial risks, but for maintaining alliance operation efficiently.
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