【正文】 力量達(dá)到增效 International Cooperation Strategic Management ? Case in Point: DuPont A USbased multicultural team at DuPont gained around US$45 million in new business by changing the way decorating materials are developed and marketed. The changes included new colors that team members knew, from their experience within other cultures, would appeal more to their overseas customers. 國(guó)際合作與戰(zhàn)略管理 ? 案例：杜邦 一支以美國(guó)為基礎(chǔ)的跨文化杜邦團(tuán)隊(duì)通過改變裝飾材料的開發(fā)與銷售方式，在新業(yè)務(wù)上創(chuàng)造了約 4,500萬美元的收入。這種改變包括團(tuán)隊(duì)成員由他們?cè)谄渌幕慕?jīng)歷所知的 ,更能吸引海外顧客的新顏色。 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。s ability to learn, and translate that learning into action rapidly, is the ultimate petitive business advantage. As Welch noted in his 1996 Letter to Share Owners, The constant sharing of business experiences and cultural insights, from around the world, is creating a Company whose brains, as well as businesses, are truly global. 國(guó)際合作與戰(zhàn)略管理 ? 案例 : 通用電氣 (GE) 在通用電氣 ,由于商業(yè)和人員的各異性都得到了最有效的利用，整體的力量總是比各部門大。作為一家業(yè)務(wù)種類繁多 ,數(shù)額巨大的主要美國(guó)企業(yè)， GE精于學(xué)習(xí)文化。正是這一事實(shí)使 GE成為一家獨(dú)具特色的公司。 正如杰克 .韋爾奇所講：‘使 GE出類拔萃的，是把多樣性作為學(xué)習(xí)的無限源泉，作為包羅萬象，無與倫比的點(diǎn)子庫(kù)的文化。這種文化的核心是一種認(rèn)知，也就是一個(gè)組織學(xué)習(xí)并迅速把所學(xué)付諸行動(dòng)的能力才是最終的商業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)。’ 如同威爾士在 1996年他寫給塞爾歐納斯的信中所說，‘不斷分享來自全球的商業(yè)經(jīng)歷和文化見解正在造就一家擁有真正的全球頭腦和業(yè)務(wù)的公司?！? International Cooperation Strategic Management ? Case in Point: General Electric (GE) The GE Leadership Effectiveness Survey (LES) provides a framework for evaluation of the corporate leaders that includes, inter alia, the following parameters: Fully utilizes diversity of team members (cultural, race, gender) to achieve business success and Demonstrates global awareness / sensitivity and is fortable building diverse / global teams. 國(guó)際合作與戰(zhàn)略管理 ? 案例 : 通用電氣 (GE) 通用電氣領(lǐng)導(dǎo)效果調(diào)查 (LES)提供了一個(gè)評(píng)估公司領(lǐng)導(dǎo)者的方案，特別包括了下列因素，‘充分利用團(tuán)隊(duì)成員的不同（文化，種族，性別）達(dá)到商業(yè)成功’和‘體現(xiàn)全球意識(shí) /敏感，樂于建立不同 /全球團(tuán)隊(duì)?！? 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。s room which had a big malesilhouette sign on it. The employee warned her, Excuse me, it39。s a man39。s room! Don39。t you see that sign? Yes, I see it, she answered, but it39。s red. In our country, a redcolored sign means it39。s a lady39。s room. For men, it should be black or blue. What a cultural difference! The employee pays attention to the sign only, not to its color, and the Japanese businesswoman pays attentions to pletely different things. How many such munication gaps have we experienced without noticing it! 國(guó)際合作與戰(zhàn)略管理 ? 案例 : 女性色彩 一名員工曾因公與一位日本女士開會(huì)。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?！?，我看到了，’她答到，‘但那是紅色標(biāo)志。在日本，紅色標(biāo)志表示女士洗手間，男士的應(yīng)該是黑色或藍(lán)色的。’ 多么大的文化差異呀！那名員工只注意到標(biāo)志而不是顏色，那位日本女士注意的卻是完全不同的事物。在以前的討論中我們又經(jīng)歷過多少這樣的交流溝通呢？而我們甚至沒有留意過。是啊，如果我想更有效的交流，我就得更多了解預(yù)期顧客的思維習(xí)慣和看法。 International Cooperation Strategic Management ? Negotiating agreements 1. Mixed feelings about the formal joint venture agreement. 2. Some think it a critical element in the relationship 3. Others discount its significance. 國(guó)際合作與戰(zhàn)略管理 ? 談判協(xié)議 1. 對(duì)與正式的合資公司合同喜憂參半。 2. 有人把這種關(guān)系認(rèn)定是一種邊緣關(guān)系。 3. 另外一些人則將其重要性打了折扣。 International Cooperation Strategic Management ? Importance and difficulty of negotiating points in joint venture agreements (percentage of respondents noting category) Important Difficult Equity structure 80 33 Technology transfer 78 26 Marketing issues 45 28 Staffing issues 44 26 Dividend policy 42 21 國(guó)際合作與戰(zhàn)略管理 ? 關(guān)于成立合資公司談判時(shí)雙方的談判重點(diǎn)及難點(diǎn) (兩種不同回答的百分比如下 ) 重要性 困難性 權(quán)益結(jié)構(gòu) 80 33 技術(shù)轉(zhuǎn)移 78 26 市場(chǎng)問題 45 28 員工安置問題 44 26 股息分配方針 42 21 International Cooperation Strategic Management ? Governance and control Once a partner has been selected and a contractual agreement negotiated, attention shifts to the integration and governance of the joint venture. The relationship between levels of integration and degrees of control. The deeper the integration as, for example, with a merger the greater the level of control. Distinction between a cooperative joint venture (NEJV) and an equity joint venture (EJV) illustrates this relationship. The choice of governance structure, determines the overall performance of the JV, overall objective and the partners characteristics. 國(guó)際合作與戰(zhàn)略管理 ? 管理和控制 一旦合作伙伴被選定并簽訂了合同之后，注意力便轉(zhuǎn)移到合資公司的管理上來。 融合水平與控制程度的關(guān)系 . 融合程度越深 – 例如 , 合并 – 控制程度就越高 . 協(xié)作合資公司 (NEJV) 與全合資公司 (EJV) 的差別就說明了這個(gè)關(guān)系。 . 管理結(jié)構(gòu)的選擇 , 決定合資公司的運(yùn)營(yíng)方式及總目標(biāo)，以及合作者的特征。 International Cooperation Strategic Management ? Three Possible JV Governance Arrangements 1. Full equality: the partners decide policy and operating matters together 2. Policy equality: the partners must concur on JV policy terms, while one takes the lead in operating matters 3. Lead partner arrangement: one partner has the lead on policy as well as operating questio