产业经济学期末论文.docx
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产业经济学期末论文.docx
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产业经济学期末论文
AStudyofStrategicAlliance
-basedonthecaseofAMDandFounder
1198017张帆
Abstract:
Withthedevelopmentglobalizationinhigh-technologyfields,theimportanceofstrategicallianceshasbeenrealized.However,theinitialstageofanallianceisacriticalanddangerousperiodwhichmayleadtothefailureofthestrategicalliance.ThroughstudyingthestrategicalliancecaseofAMDandFounder,companiescouldgetsomesuggestionabouthowtohandletheearlystageofinternationalstrategicalliance.
Keywords:
strategicalliance,initialstage,AMDandFounder
ChapterOne
Introduction
Globalizationisatrendoftheworldnowadaysanditcanalsobeaveryexpensiveprocess,asitrequiresthefirmtoownawell-developedR&Dcapabilities,financialsupport,production,distributionnetwork,sales&marketingskillssoastomakeanoutstandingoveritsrivalsinternationally.However,afirmmaydiscoverthatitlacksatleastsomeofthenecessaryinternalresourcestoeffectivelyextenditsglobalreach.Therefore,inmostoccasions,afirmmayseekforpartnerstosharethecostaswellastheriskinthisprocess.AsHamelindicatethatthefastextensionfortheworldandthefuturedemandsthedevelopmentofcapabilities,insightsandinfrastructurestodevelopfasterthanever,whichfewcompaniescandealwith.Andalsotheymustbeswifteriftheydecidedtoapplystrategicadvantage.Ifacompanycannotchangeitselfcorrectlyandquickly,itwillmissvitalopportunitiesandthenbefarlaggedbehindthehugewave.Sothestrategicalliancesamongdifferententerpriseshaveemergedasthewisechoiceformanycompaniesforthepurposeofthedevelopmentfortheworldandthedevelopmentforthefuture(Hamel).Strategicalliancenowhasbecomeafavorablewayforlotsofmultinationalcompaniesasastrategytofaceviolenteconomicdevelopmentandincreasinglyrapidcompetitionintheglobalmarket(Gilroy).Comparedwithotherwidelyappliedstrategies,suchasmergersandacquisitions,manycompaniestendtochoosethe‘bond’optionratherthanthe‘buy’or‘build’optiontostimulategrowthandincreasecorporatewealth(Pekar).Withtheoverwhelmingdevelopmentofthestrategicallianceinrecentdecades,particularinthe20thcentury,CyrusandFreidhamareconfidentaboutthatitwillbecomethemajormethodofglobalconsolidationinthefuture.Buttheunsuccessfulrateofthestrategicallianceissurprisehigh,especiallyforthecross-boarderalliance,whichisusuallyhavingdifficultieswithvariouscultures.Asaresult,thepurposeofthepaperistoevaluatethestrategicalliancebetween-across-borderalliancebetweenatypicalChinesecompanyandawell-establishedAmericanmultinationalcorporation,andtoanalyzehowtodotheinternationalallianceinthebeginningstageofthepartnershiptoensurethesuccessofthealliance.Thestructureofthispaperis:
Chapteroneisabriefintroductionofthestrategicallianceandthestructureofthispaper.Chaptertwoshowsthedevelopmentofstrategicalliancetheoryandthefailofinternationalstrategicalliance.Chapterthreeanalysesthecrucialelementsintheearlystageofalliance.ChapterfourisofthecasestudyonthealliancebetweenAMDandFounder.ThelastchapterdrawslessonsfromthestrategicalliancebetweenAMDandFounder.
ChapterTwo
1.DefinitionsofStrategicAlliances
Forcenturies,businessstrategistsandeconomistshaveconsideredalliancesfromaverynarrowperspective,asanomaliesworthyonlyofafootnote(Gomes-Casseres).Alongthedevelopmentbyusingalliancesinhigh-technologyfieldsinthe1970sand1990s,theimportanceofstrategicallianceshasbeenrealized,andtheviewamongtheoristsischanging(Gomes-Casseres).Thealliancerevolutionitselfhasbeengainingmomentumforthepasttwodecades,morethan20%ofallrevenueearnedbytheFortune1000isderivedfromallianceactivitycomparedwithlessthan5%only15yearsago(CyrusandFreidheim).What’smore,inthelastyearsofthe20thcentury,thereisarapidgrowthinthediversifiedtypesofalliancesamongfirms,whichwasviewedastheperiodofalliancecapitalism.Allianceisincreasinglyregardedasatooltodevelopenterprisebusinessinordertomaximizetheshareholder’svalue.Moreimportantly,thenatureandlifespanofallianceshavechangeddramatically,itusedtobeconsideredashavingonlyasimpleaimandbeingattachedtothemainbusiness,butnowitbecomesacorepartoftheirstrategy(CyrusandFreidheim).
Thereisnoaccuratedefinitionofstrategicalliances.Variousviewshavebeenputforwardbylotsofstrategistsandeconomists.Herelistafewofthesedefinitions.Amongwhich,oneisstatedthatinternationalalliancesare“cooperativearrangements,involvingcross-borderflowsandlinkagesthatutilizeresourcesandstructuresfromauto-organizationsheadquarteredintwoormorecountries”(Parkhe).Strategicalliancewasalsoregardedaslong-termco-operativeagreementinvolvingcustomer,vendorandcompetitorandwasusedtogainthecompetitiveadvantage(Stafford,1994,p.64).Arinoetal.thinkallianceisaformalagreementbetweentwoormorebusinessorganizationstoachieveasetofprivateandcommongoalsbysharingresourcessuchasintellectualproperty,people,andcapitalandfixassets.
Tosummarizethecontentofdifferentviews,usually,thestrategicalliancereferstoasacooperativeagreementbetweentwoormorecompaniesforthepurposeofsharingcomplementaryresourcesandexperiencethatthecompanylackswhentheyfacetheglobalizationandisusedasawisewaytogainsustainablecompetitiveedge.Accordingtothenatureandlifespanofalliances,itcanalsobeclassifiedintothreedifferentformsofstrategicalliances:
horizontal,verticalanddiagonalalliance.Generally,horizontalstrategicallianceshavecompetitorswithinthesameindustryandthiskindofallianceisoftenusedforR&Dpurposes.Verticalstrategicalliancescanbemadewithcustomersorsuppliersinsomevaluechainactivities.Whilediagonalstrategicallianceshavepartnersfromotherindustries.Tomakethestrategyinamoreclearform,Arinostatedthat“alliance’sformscanbevariedinanumberofways;itcouldbeperformedundertheformslikeequityjointventures,non-equitycollaborativearrangements,licensingorfranchisingagreements,managementcontracts,andlong-termsupplycontracts.Theymayendupintwokindsoffirms:
aconsortiumoffirmsornetworksoforganization.Firmsareincreasinglyco-operatingthroughnon-equityventures;thestrategicalliancegoesfarbeyondthemorefamiliarjointventuresandincludesamyriadofnon-equityarrangement”.
2.FailureofStrategicAlliances
Inter-firmcooperationhasreachedafeverishpaceoverthepastdecade,especiallyforthetechnologycompanies,forwhichallianceshavemovedtotheforefrontofthecompetitivestrategy(Brown,2002).However,despitethegrowingpopularityofstrategicalliances,thesuccessratearestilllow,andalsoanumberofrecentstudieshavenotedthatthefailurerateofalliancesisintherangeof50-60%.particularlyintheearlyperiodofalliances,asBrownstatedthattheinitialstageofanallianceisacriticalanddangerousperiodwhichfullofuncertaintiesandambiguities,managersneedtofindwaystohandletheearlystagetodealwithpotentialproblemstomakethefoundationforagoodrelationshiplater.Studieshaveshownthattwothirdsofallallianceshaveseriousexperienceleadershipandfinancingproblemsduringthefirsttwoyears(BrondeandPritz).Evidenceshowsthateventhesealliancefinallysucceedthemanagersalsomustfrequentlyconfrontsevereproblemsintheirearlyyears.
Therearemanyreasonstoexplainthefailureofthealliance.Amainreasonisaninadequateabilitytomanagethealliance.Itisbecauseleadersalwaysplayedakeyroleinthesuccessofalliancesbutallianceleadersfromoutsidetheorganizationwillcauseproblems.Anothermajorreasonisterribleselectionofalliancepartners.Becauseofcompetitivepressures,manyfirmsformedallianceswithoutadequateinvestigationorunderstandingoftheirrealneeds.Anothercommonreasonislackingoftrustbetweenpartnersandculturalconflicts.
ChapterThree
Researcherssuggestthatthecommonchallengesofstrategicalliancemanagementarehowtoturncollaborativeagreementintoproductiveandeffectiverelationships.Itrequiresthecloseattentiontothepartnershipaspectsofalliancesparticularintheearlystageofthealliance.But,Kellypointesoutthattherearefewstudiesthathavestudyhowtheprocessofinteractionbetweenindividualsandorganizationstakesplaceinalliances,andhowtheseproblemsinfluencedthesustainingofthecollaboration.Hamelpointedoutthattheinitialcircumstanceofanalliancemaynotencouragecooperation,forbothstaffandmanagerwillunhappilyrealizedthemselvesunderunfamiliarcircumstances.Therefore,iteasilyleadstouncertainties,conflictsandtensionswhichcancausemistrustthendecreasetheeffectofallianceiftheyfailtobehandledcarefullyanddeliberately.
Arinoetal.showsthatmanagingculturalconflictsfromtheverybeginningoftheallianceisveryimportantbecausetheycanbebarrierstokeeppartnersfromeffectivecommunication,especiallyincross-borderalliances.Hamelindicatedthattheearlyprocessofcollaborationisimportantasthestrengthofthestrategicpremise.Intheirviewpoint,thedecisionsmadeandparticularlythenatureoftheinteractionthattakeplaceduringtheinitialstagesofthealliancewillmorelikelytoplayadeterminingroleinitsfuturedevelopmentandeventhefinalsuccess.
1.Formtrust
Tomakeasuc
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