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研究生:王紹安
研究生(外文):Shao-An Wang
論文名稱:策略聯盟失敗原因與管理能力之研究
論文名稱(外文):A Study of Failures and Management Capability of Strategic Alliances
指導教授:吳克吳克引用關係
指導教授(外文):Ko Wu
學位類別:碩士
校院名稱:清雲科技大學
系所名稱:國際企業管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2012
畢業學年度:101
語文別:中文
論文頁數:82
中文關鍵詞:夥伴選擇階段協商過程階段執行過程階段
外文關鍵詞:Partner selectionNegotiation stageExecution stage
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許多聯盟失敗或不穩定的因素,是因為企業對聯盟發展過程疏於管理。企業發展聯盟關係應先了解在聯盟發展的過程中,將會經歷不同的階段所著重聯盟發展的因素。進而根據不同階段所發生的問題,採取不同的管理方法。亦即企業展開聯盟關係時應就對聯盟不同階段與迴異的問題,來進行聯盟的管理,而非自始自終都認為聯盟關係不會演化。
本研究透過分析聯盟管理等相關文獻,將聯盟的發展流程分為六個階段:選擇夥伴階段、協商過程階段、建立管理結構階段、執行過程階段、聯盟關係順暢階段以及聯盟不順暢階段。本研究根據各階段聯盟管理情形,整理出各階段管理之重點,進而發展本研究之聯盟管理重點之模型。本研究將聯盟管理之相關文獻輸入Excel檔內,將比較相似的文獻歸為一類,由三位專家將聯盟管理的相關文獻進行萃取,以取得相關的構念,三位專家萃取出的相似管理構念作為管理聯盟重點。最後,針對研究結果提出本研究之建議。
分析結果顯示:當企業聯盟處於選擇盟友階段時,需先確認聯盟夥伴的動機、文化是否衝突、擁有的資源是否互補、運作模式是否差異很大、是否有共同的目標、是否值得信任等,並評估雙方合作的可能性與可能發生的衝突,避免日後與夥伴發生衝突而導致聯盟失敗。協商過程階段則是和夥伴積極的協商溝通,完整規劃聯盟細節、目標的一致性、站在彼此的立場著想並秉持公平原則討論細節、化解談判的衝突或矛盾。建立管理結構階段時,雙方應簽屬協議書,確立規則、建立組織結構或成立管理委員會、公平的分配權利義務與責任、建立起信任關係、評估夥伴的效能、建立資訊通報系統。執行過程階段時,聯盟高層要關注與支援執行工作、聯盟夥伴要兌現承諾、管理文化差異、化解彼此衝突、具備調整能力、監督執行、考核績效、彼此學習和交流。最後一個階段,本研究分成聯盟順利階段和聯盟不順利階段,聯盟執行順利須注意技術移轉和利潤分配兩個因素。聯盟不順利則須重新協商合約、彼此互相調適、重新擬定工作目標與工作介面。在聯盟發展過程隨時都必須監督環境穩定與否,並檢討環境變遷對聯盟關係的影響。


Many alliance failures or uncertainties are the result of business’ lack of management during the development of alliances. Before building alliances, business should understand what the focus is at different stages of alliance development. Different management approaches should be adopted to tackle issues found at different stages. That is, at the inception of alliances, business should be able to foresee the evolution of alliances and to start managing them, instead of considering them as non-evolving relationship.
With the help of strategic alliance literature review, this study categorizes the development of alliances into six stages: partner selection, negotiation, management structure building, execution, good alliance, and poor alliance. This study summarizes the key management points at different stages, based on management at different stages, in order to construct our alliance management model. Relevant strategic alliance literature is imported to an Excel file and similar studies are grouped together by three experts who extract relevant constructs from the literature. Similar management constructs extracted by these experts are identified as key management points for alliances. Lastly, this study provides its recommendations.
Our analysis shows that: when business is selecting allies, it has to make sure what the partner’s motivation is, if there exists culture conflicts, if both parties have complimentary recourses to each other, if operation model varies greatly, if there are common objectives and if the counterpart is trustworthy, evaluate the possibility of forming alliances and identify potential conflicts to avoid alliance failures caused due to conflicts with the counterpart. At the negotiation stage, both parties actively communicate with each other to plan alliances in detail, identify common objectives, put oneself into the other’s shoes to discuss details fairly, and eliminate conflicts or contradiction during negotiation. When building the management structure, both parties should sign the contract to finalize the rules, establish an organizations or a management committee, distribute responsibility and power fairly, build trust, evaluate the counterpart’s performance and set up IT reporting system. During execution stage, top management of alliances has to pay special attention and support to execution, and alliance partners have to keep their promise, manage culture differences, resolve conflicts, equip themselves with flexibility, supervise execution, evaluate performance, and learn from each other. At the last stage, two sub categories are good alliance and poor alliance. For good alliance, technology transfer and profit sharing are key focuses. For poor alliance, the contract has to be renegotiated so that both parties are comfortable with the adjusted objectives and environment. Both parties should closely monitor if the environment is stable during the development of alliances and evaluate how change of environment would affect alliances.


中文摘要 I
英文摘要 III
誌謝 V
目錄 VI
表目錄 VIII
圖目錄 IX
第一章緒論 1
1.1 研究背景 1
1.2 研究動機 2
1.3 研究目的 2
1.4 研究流程 3
1.5 預期貢獻 5
第二章文獻探討 6
2.1 交易成本之相關理論與研究 6
2.1.1 交易成本理論概念 6
2.1.2 交易成本的特性 8
2.1.3 交易成本理論與策略聯盟 10
2.1.4 本節小結 12
2.2 資源基礎之相關理論與研究 13
2.2.1 資源基礎論概述 13
2.2.3 資源基礎論與策略聯盟 17
2.2.4 本節小結 18
2.3 動態能力之相關理論與研究 20
2.3.1 動態能力概念 20
2.3.2 動態能力之內涵 22
2.3.3 動態能力與策略聯盟 24
2.3.4 本節小結 25
2.4 網絡關係之相關理論與研究 27
2.4.1 網絡關係定義 27
2.4.2 網絡的形成 29
2.4.3 網絡關係類型 31
2.4.4 本節小結 33
2.5 聯盟管理能力之相關理論與研究 34
2.5.1 聯盟的管理能力 34
2.5.2 聯盟之管理作為 38
2.5.3 聯盟管理過程分類 39
2.5.4 本節小結 48
第三章研究方法 49
3.1 文獻分析法定義 49
3.2 文獻分析法的使用 49
第四章文獻分析 51
第五章結論與建議 66
5.1 結論與研究 66
5.2 後續研究建議 70
參考文獻 71
一、中文部分 71
二、英文部分 73
簡歷 83



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