产业经济学期末论文.docx

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

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