R&V非竞争性战略联盟:一个案例研究  

R&V Non-competitive Strategic Alliance:A Case Study

作　　者：张钢[1] 倪旭东[1] 

机构地区：[1]浙江大学管理学院,杭州310058

出　　处：《研究与发展管理》2007年第4期1-7,22,共8页R&D Management

基　　金：国家自然科学基金资助项目(70372019)

摘　　要：传统战略联盟由于其固有的竞争性而无法避免学习竞赛、机会主义行为、高成本等困境,从而导致了极高的失败率.而R&V非竞争性战略联盟通过不相关产业的嫁接规避了学习竞赛,个体利益与公共利益的融合消除了机会主义行为,双方闲置资源的非线性整合实现了高收益下的零成本,从而解决了传统战略联盟的根本问题——竞争性.通过案例剖析阐述了R&V非竞争性战略联盟的运行机理,以期突破现有联盟研究范式,为中国企业整合全球资源提供有益的启示.Because of the competition, traditional strategic alliances can＇t avoid learning competition, opportunistic behavior and high cost. So many of them are unsuccessful. R＆V non-competitive strategic alliance avoids learning competition by engrafting unrelated industries, eliminates opportunistic behavior through fusing private and public profit, and realizes zero cost by integrating unused resource nonlinearly by which it resolves the ultimate problem of traditional strategic alliances -- competition. It describes the mechanism of R＆V non-competitive strategic alliance by a case of two Zhejiang corporations. It can breakthrough the paradigm of alliance research, and give some revelations for Chinese enterprises to integrate the global resource.

关 键 词：非竞争性 战略联盟 R&V 产品互植 

分 类 号：F062.1[经济管理—政治经济学]