【正文】 on to the members that provide services 國(guó)際合作與戰(zhàn)略管理 ? 建立合資公司前應(yīng)考慮的幾個(gè)重要問(wèn)題： ? 最合適的組織結(jié)構(gòu) (例如，大多數(shù)的合資企業(yè)都包括處于快速發(fā)展階段的公司作為戰(zhàn)略合作伙伴 ) ? 投入到合資公司中的增值財(cái)產(chǎn)與貶值財(cái)產(chǎn)的實(shí)用性；對(duì)增值財(cái)產(chǎn)的錯(cuò)誤理解可能會(huì)導(dǎo)致對(duì)自己以及對(duì)合作伙伴的交易的損失 ? 合作伙伴之間在收益與損失之間的分配方式 ? 對(duì)提供服務(wù)者的報(bào)酬 International Cooperation Strategic Management ? Human Resources Strategy While joint ventures are driven by business needs and are implemented in accordance with a business plan or strategy which is generally stated in financial terms, it is the responsibility of the human resources function to translate the business plan into people terms. For a joint venture to be successful, senior management must address important human resources issues and answer the following questions: ? What will be your business strategy? How will it impact the people of your anization? 國(guó)際合作與戰(zhàn)略管理 ? 人力資源策略 合資企業(yè)受商業(yè)需求的驅(qū)動(dòng)并根據(jù)商業(yè)計(jì)劃書(shū)或企業(yè)戰(zhàn)略進(jìn)行運(yùn)營(yíng)，人力資源部門負(fù)責(zé)將商業(yè)計(jì)劃分配給人。對(duì)于一個(gè)成功的合資企業(yè)來(lái)說(shuō)，高級(jí)管理必須參與重要的人力資源管理事務(wù)并回答以下問(wèn)題： ? 你的 商業(yè)戰(zhàn)略 是什么 ? 它如何對(duì)你組織內(nèi)的員工產(chǎn)生影響 ? International Cooperation Strategic Management ? Human Resources Strategy ? What petences (knowledge, expertise, interpersonal skills) will be required to make the joint venture successful? What type of people should work in the joint venture? ? How will you create a hybrid culture that overes crosscultural barriers? How will you bridge the gap between foreign and local management? ? What structures, processes, and human resources programs should you implement in the joint venture to support the anizational goals? 國(guó)際合作與戰(zhàn)略管理 ? 人力資源策略 ? 成功的運(yùn)營(yíng)一個(gè)合資企業(yè)需要什么能力（知識(shí)、專業(yè)技能、交往能力）？什么樣的人適合在合資企業(yè)中工作 ? ? 如何營(yíng)造一種融合的文化氛圍來(lái)消除 跨文化壁壘 ？如何逾越國(guó)外管理與本土管理的鴻溝 ? ? 你將在合資企業(yè)中采取什么樣的組織結(jié)構(gòu)、過(guò)程以及實(shí)施什么樣的規(guī)劃來(lái)支持 組織目標(biāo) 的實(shí)現(xiàn)？ International Cooperation Strategic Management ? Human Resources (HR) Action Steps to Prepare for a Successful JV ? Business Strategy Begin with a sound, wellarticulated strategy. Before moving forward, determine and explain why you wish to enter into a joint venture, why you have chosen your partner(s), and what you hope to achieve. Define involvement (managerial, capital, etc) of the partner panies and how long the JV will last. Put in place strategies to define governance, accountability, decisionmaking process, and conflict and issueresolution procedures. Ensure buyin and participation at the highest level. Consider outes: what could cause you to terminate the joint venture, and what is the preferred exit strategy. 國(guó)際合作與戰(zhàn)略管理 ? 為實(shí)現(xiàn)一個(gè)成功的合資企業(yè)，人力資源所采取的行動(dòng)步驟 ? 商業(yè)計(jì)劃 首先要有一個(gè)縝密的戰(zhàn)略計(jì)劃。在行動(dòng)之前，確定并解釋為什么要成立合資企業(yè)，為什么要選擇這個(gè)合作伙伴以及我們希望達(dá)到什么樣的目標(biāo)。定義合作伙伴的所有權(quán)（管理上的，資金，等）以及該合資企業(yè)的壽命。定義管理、責(zé)任以及決策過(guò)程并說(shuō)明解決沖突及各類問(wèn)題的程序。確保大宗買賣以及高層事物的各方參與?？紤]結(jié)果：什么會(huì)導(dǎo)致你終止合資企業(yè)，什么是你首選的退出方式。 International Cooperation Strategic Management ? Human Resources (HR) Strategy Develop HR strategies that align and support the goals of the JV: develop a distinct identity and culture for the new anization。 municate aggressively to employees。 and establish distinct career paths, management, and a means of return for employees transferring to the JV. Create pensation, incentive, and retention programs tied to the success of the JV. Maintain open munication between the HR departments of the partners and the JV. 國(guó)際合作與戰(zhàn)略管理 ? 人力資源策略 發(fā)展支持合資企業(yè)目標(biāo)并與之一致的人力資源戰(zhàn)略：建立清晰的企業(yè)文化并積極在員工中推行 。 建立清晰的職業(yè)發(fā)展路徑以及與企業(yè)的成功息息相關(guān)的補(bǔ)償機(jī)制， 激勵(lì)機(jī)制 以及保持機(jī)制。并保持與合作伙伴人力資源部門的溝通與聯(lián)系。 International Cooperation Strategic Management ? Leadership Define a process for leadership selection that39。s seen as fair and credible, and name toptier leadership as soon as possible. Look for key indicators of leadership potentials such as behavior, past experience, and measurable outputs. 國(guó)際合作與戰(zhàn)略管理 ? 領(lǐng)導(dǎo)層 提供一種選擇領(lǐng)導(dǎo)人的公平可信的方法，可盡快的任命高層領(lǐng)導(dǎo)。關(guān)注一些潛在的關(guān)鍵特征，如行為舉止，工作經(jīng)驗(yàn)，工作業(yè)績(jī)等。 International Cooperation Strategic Management ? Communication To engage and motivate your employees, munication should be frequent and used to create a mon vision, establish a connection with leadership, explain the new rules, support the individual transition process, aid in retention, and ultimately, define the new anization in terms of We instead of an It or They. Share as much information as you can, and never make false promises. 國(guó)際合作與戰(zhàn)略管理 ? 溝通 為激勵(lì)員工， 溝通 是日行工作中必不可少的一項(xiàng)工作：建立與領(lǐng)導(dǎo)層之間的聯(lián)系，解釋新的規(guī)章制度，服務(wù)于員工的升遷，使公司具有一種凝聚力，并最終使員工在新的合資公司使用“我們”這樣的術(shù)語(yǔ)，而不是“他”或是“他們”。和員工們分享你的信息，永遠(yuǎn)不要做出不能兌現(xiàn)的承諾。 International Cooperation Strategic Management ? Talent ? Make the identification, retention, and motivation of the key talent a top priority. ? Know the employees’ motivators and demotivators. ? Structure programs to ensure retention. 國(guó)際合作與戰(zhàn)略管理 ? 人才 ? 給與重要人才在認(rèn)同，保留以及 激勵(lì) 方面的優(yōu)先考慮。 ? 了解員工的促進(jìn)因素與非促進(jìn)因素 ? 建立起確?？闪糇T工的計(jì)劃 International Cooperation Strategic Management ? Partner selection A pany will only benefit from a JV if the partner it selects has the skills and knowledge to help it meet its strategic objectives. Partner selection is especially significant in dynamic and plex markets, because the right partner can make the venture more adaptable, improve the strategyenvironment configuration for both panies, and reduce uncertainty. 國(guó)際合作與戰(zhàn)略管理 ? 選擇合作伙伴 如果所選擇的合作伙伴能夠幫助公司達(dá)到合資公司的戰(zhàn)略目標(biāo)，那么此公司將能從中獲利。合作伙伴的選擇在動(dòng)態(tài)的及復(fù)雜的市場(chǎng)中尤為重要 , 因?yàn)橐粋€(gè)好的合作伙伴將使這個(gè)合資公司更具適應(yīng)性，提高兩個(gè)公司的戰(zhàn)略環(huán)境配置并減少不確定性。 International Cooperation Strategic Management Partner selection plays a pivotal role in JV formation. A pany39。s motives will determine the type of partner it selects. If only a few partners with the right characteristics are available, this may affect the scope and objectives of the JV. Several of the most important criteria are access to knowledge, trust, reputation and status.