Partner selection

J. Child, D. Faulkner, Stephen Tallman, Linda Hsieh
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引用次数: 11

Abstract

Chapter 9 considers the critical issue of what sort of company would make a good partner. It notes that most companies assess their prospective partners in terms of the complementarity of their assets and skills and the possible synergies that arise as a result of them. Fewer, however, devote sufficient attention to the cultural compatibility between the partners. Yet this factor is often responsible for the breakdown of alliances. The culture web (symbols, power structures, organization structure, controls, rituals and routines, and stories) depicted by Johnson et al. (2017) and the cultural profile (employee orientation, environmental orientation, international orientation, customer orientation, technology orientation, innovation orientation, cost orientation, and quality orientation) proposed by Bronder and Pritzl (1992) are both useful tools for assessing the presence of cultural difference between prospective alliance partners and hence the likelihood of culturally-related problems arising.
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合作伙伴选择
第9章考虑了什么样的公司会成为一个好的合作伙伴的关键问题。委员会注意到,大多数公司根据其资产和技能的互补性以及由此产生的可能协同增效作用来评估其潜在合作伙伴。然而,很少有人对伴侣之间的文化兼容性给予足够的关注。然而,这一因素往往是导致联盟破裂的原因。Johnson等人(2017)描述的文化网络(符号、权力结构、组织结构、控制、仪式和惯例以及故事)和文化概况(员工导向、环境导向、国际导向、客户导向、技术导向、创新导向、成本导向)。Bronder和Pritzl(1992)提出的文化取向(quality orientation)和质量取向(quality orientation)都是评估潜在联盟伙伴之间存在文化差异以及由此产生文化相关问题的可能性的有用工具。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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