【正文】 3. 另外一些人則將其重要性打了折扣。休息時(shí)這位女士去洗手間，這名員工驚訝地發(fā)現(xiàn)她走進(jìn)了門口有很大的男性側(cè)影標(biāo)記的男士洗手間 . ‘對(duì)不起，那是男洗手間！你沒看到標(biāo)志嗎？’這名員工提醒她?！? International Cooperation Strategic Management ? Case in Point: Female Color One employee had a business meeting with a Japanese businesswoman in the office. During the break, the Japanese businesswoman went to the washroom. The employee was surprised to see her opening the door into the Man39。 International Cooperation Strategic Management ? Case in Point: General Electric (GE) At General Electric (GE) the sum is greater than its parts as both business and people diversity is utilized in a most effective way. A major American enterprise with a diverse group of huge businesses, GE is steeped in a learning culture and it is this fact that makes GE a unique pany. As Jack Welch puts it: What sets GE apart is a culture that uses diversity as a limitless source of learning opportunities, a storehouse of ideas whose breadth and richness is unmatched in world business. At the heart of this culture is an understanding that an anization39。 ? 無所謂對(duì)與錯(cuò)，只是建立不同的積極的工作環(huán)境。 ? 不急于下結(jié)論，要客觀。 2. 互相信任。 International Cooperation Strategic Management ? Tact is the ability to describe others as they see themselves Abraham Lincoln 國際合作與戰(zhàn)略管理 ? ‘外交手腕就是把別人說成他們自己眼里的樣子的能力。 International Cooperation Strategic Management ? Four Cultural Dimensions Cultures both national and anizational differ along many dimensions. Four of the most important are: 1. Directness (get to the point vs. imply the messages) 2. Hierarchy (follow orders vs. engage in debate) 3. Consensus (dissent is accepted vs. unanimity is needed) 4. Individualism (individual winners vs. team effectiveness) 國際合作與戰(zhàn)略管理 ? 四種文化特點(diǎn) 文化－－無論是國家的或組織的－－在很多特點(diǎn)上都各不相同。 religion。 ethnicity。s business relates to your own, and 3. Size of the partner pany. 國際合作與戰(zhàn)略管理 ? 任務(wù)相關(guān)標(biāo)準(zhǔn) 是一個(gè)合作者所表現(xiàn)出的戰(zhàn)略方面的能力： 1. 產(chǎn)品知識(shí) . 2. 市場知識(shí) . 3. 管理的知識(shí) . 4. 分銷渠道 . ? 合伙人相關(guān)標(biāo)準(zhǔn) 是組織性特征體現(xiàn)合作的愿望： 1. 合作訣竅 . 2. 合作伙伴業(yè)務(wù)與你業(yè)務(wù)的相關(guān)程度 . 3. 合作伙伴公司的規(guī)模 . International Cooperation Strategic Management Taskrelated and partnerrelated criteria can be ranked in the following order of importance: ? Taskrelated criteria: 1. Access to local market knowledge 2. Access to links with major suppliers/buyers 3. Access to distribution channels 4. Access to local cultural knowledge 5. Access to productspecific knowledge 國際合作與戰(zhàn)略管理 任務(wù)相關(guān)標(biāo)準(zhǔn)與合伙人相關(guān)標(biāo)準(zhǔn)按照重要程度排序如下： ? 任務(wù)相關(guān)標(biāo)準(zhǔn) : 1. 有權(quán)知道本地市場的相關(guān)情況 2. 有權(quán)與重要的供應(yīng)商與買家聯(lián)系 3. 有權(quán)利用分銷渠道 4. 有權(quán)知道當(dāng)?shù)厥袌龅奈幕尘? 5. 有權(quán)知道產(chǎn)品詳細(xì)而準(zhǔn)確的知識(shí) International Cooperation Strategic Management ? Taskrelated criteria: 6. Access to local regulatory knowledge 7. Access to technology 8. Access to capital 9. Access to materials/natural resources 10. Access to production knowledge 國際合作與戰(zhàn)略管理 ? 任務(wù)相關(guān)標(biāo)準(zhǔn) : 6. 有權(quán)知道當(dāng)?shù)氐墓芾碇R(shí) 7. 有權(quán)利用技術(shù) 8. 有權(quán)使用資金 9. 有權(quán)使用原料以及天然資源 10. 有權(quán)知道生產(chǎn)知識(shí) International Cooperation Strategic Management ? Partnerrelated criteria: 1. Trust between top management teams 2. Relatedness of partner business 3. Partner39。 ? 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。 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。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)。 。 3. 維持在現(xiàn)有市場的地位。 International Cooperation Strategic Management ? Strategic motives for JV formation Why do panies form international joint ventures? 1. Traditionally, to enter the markets of countries with restrictions on foreign investment. 2. Recently, driven by rapidly changing market conditions. 國際合作與戰(zhàn)略管理 ? 建立國際性合資公司的戰(zhàn)略目的 為什么建立國際性合資公司 ? 1. 傳統(tǒng)意義上來講 , 外商投資進(jìn)入一個(gè)國家的市場有一定的限制 . 2. 最近 , 受快速變化的市場情況的影響 . International Cooperation Strategic Management 1. The number of JVs, both horizontal (occurring between peting panies) and vertical (occurring between panies occupying different positions within the valuechain), has risen dramatically during the past 20 to 30 years. 2. The greatest stimulus = the emergence of global petition. 3. Other influences include: ① Rapid technological development. ② High cost of research and development. ③ The concentration of players in mature industries. ④ Government policies in various countries and regions. 國際合作與戰(zhàn)略管理 1. 合資公司的數(shù)量在過去的 20~30年間快速增長 ,包括橫向增長（競爭公司之間）以及縱向增長（價(jià)值鏈內(nèi)處于不同陣地的公司之間）。 International Cooperation Strategic Management ? Why Joint Ventures? As there are good business and accounting reasons to create a joint venture (JV) with a pany that has plementary capabilities and resources, such as distribution channels, technology, or finance, joint ventures are being an increasingly mon way for panies to form strategic alliances. In a joint venture, two or more partner panies agree to share capital, technology, human resources, risks and rewards in a formation of a new entity under shared control. 國際合作與戰(zhàn)略管理 ? 為什么要合資？ 有好的商業(yè)前景并且公司有相應(yīng)的 能力與資源 ，如分銷渠道，技術(shù)或融資。 ④ 不同國家和地區(qū)的政府政策。 8. 獲取投資回報(bào)。s good business practice to verify the facts through interviews with third parties) ? Development of an exit strategy and terms of dissolution of the joint venture 國際合作與戰(zhàn)略管理 ? 建立合資公司前應(yīng)考慮的幾個(gè)重要問題： ? 甄別未來的合作伙伴 ?