结盟企业价值链的整合及其评价研究
|
摘要
经济全球化和市场一体化是21世纪经济最显著的特征。通过组建结盟企业、尤其是组建跨国结盟企业,资源全球配置、要素全球流动,形成技术及市场竞争优势,已成为企业在市场中谋求生存和快速发展的一种必然趋势。自20世纪90年代起,结盟企业已与自主创业、并购重组成为现代企业最基本的三种发展形式之一,在全球经济发展中发挥着重要作用。成功结盟企业的平均投资回报率远高于其他类型企业,这种竞争优势主要源自于对结盟各方企业价值链中优势资源、核心价值活动及能力的有效整合。但是,结盟企业的成功率并不高,导致结盟企业失败的原因中,有一半以上与整合直接相关。建立科学合理的结盟企业价值链整合模式,并有效规避和降低整合过程中的风险,已成为决定结盟企业能否“真正成功”的关键因素。因此,对结盟企业价值链的整合模式及其评价研究也就显得更为迫切和重要。
目前,国内外结盟企业整合的研究尚处于起步阶段,关于结盟企业价值链的整合及其评价方面的研究更是少见。关于企业结盟的研究,主要集中在结盟形成动因、理论基础、伙伴选择、结盟方式以及利益分配等方面。企业整合方面,多集中在并购企业的整合研究,以企业整合的内容及方向为主,尚未形成整合及整合管理的研究体系。企业价值链的研究相对成熟,但因结盟企业整合模式、整合管理及相关定量评价研究的欠缺,增加了结盟企业价值链的整合及其评价研究的难度,这也是本文研究的重点及难点。
本文的研究建立在结盟企业整合目标的形成机理之上。首先阐述了结盟企业的概念、结盟形式及其特征,应用资源基础理论、交易费用理论、价值链理论和博弈理论等,系统研究了结盟企业形成的动因;分析了企业结盟与企业成长、竞争优势及核心竞争力之间的相互关系,指出结盟企业作为现代企业外延发展的最主要方式之一,其根本目标是构建和提升企业核心竞争能力,并获得持续竞争优势。界定了企业整合与价值链整合的内涵,分析了结盟企业价值链整合目标的形成,进而对价值链整合形成的竞争能力进行了划分。
针对结盟企业的战略选择,本文对结盟企业价值链的整合模式进行了深入研究。首先,详细阐述了结盟企业价值链整合的原则、范畴与层次。分析了业务价值链横向、纵向的外部整合模式;运用作业成本法对业务价值链的成本进行计量,构建了业务价值链的价值-成本比较的综合计量模型,在此基础上本文提出了业务价值链的内部整合模式;界定了结盟企业管理价值链的内涵,分析了管理价值链的整合方向和核心环节的整合方式,提出管理服务外包的管理价值链整合模式;本文又从知识内容整合、支撑平台整合及知识价值活动整合等三个方面,研究了知识价值链的整合模式。
结盟企业价值链整合的系统评价,为整合模式优化和整合风险控制的研究提供量化依据,以保证整合目标的实现。基于结盟企业价值链整合的目标机理,从业务价值链、管理价值链及知识价值链等三个方面,设计了结盟企业价值链核心竞争力的评价指标体系。运用AHP层次分析法、主成分分析法,结合多层次模糊综合评价法对核心竞争力关键要素的影响强度,构建了结盟企业价值链核心竞争力影响度的评价模型。同时,按照整合风险因素的性质,又将结盟企业整合风险划分为伙伴选择风险、信用风险、文化冲突风险、管理不协调风险及利益分配风险等5大类和若干小类,建立了整合风险影响程度估计的评价模型。
在上述研究基础上,本文研究了结盟企业价值链整合的管理及控制。通过分析整合管理及控制的目标、原则和运作机制,提出了由组织机构、管理原则及管理程序构成的整合管理模式。基于核心竞争能力评价结果,归纳了结盟企业价值链整合模式的优化途径。以结盟企业为中间代理人,组建结盟的各方企业为参与人,提出了解决整合过程中利益冲突问题的系统博弈模型。通过分析整合风险的控制程序、风险防范的制度体系以及风险预警系统,设计了以风险预警及监控机制为主体的整合过程控制体系,并提出了整合过程的风险规避与控制措施。
最后,将本文研究的相关理论和方法,结合TD结盟企业的实践作了实证研究。研究结果表明:本文提出的结盟企业价值链的整合模式及整合管理体系等是可行的、有效的,提出的理论、方法和定量评价模型是科学的、实用的,对其他结盟企业具有借鉴意义。
The most marked characters of economic are economic globalization and market integration in 21st century. It is the inevitable trend for enterprise to survive in globalization and develop fast by setting up Alliance Company, especially the International Alliance Company, to pursue the advantage of resource technology and market. Since 1990s, Alliance Company together with Innovative Undertaking, and re-organization and merger have become the most basic development form for modern company, and they are playing a important role in global economic. As the statistic data shows, the average rate of return of those successful allied companies is higher than the other companies; the competitive advantage comes from the effective combination of excellent resource and core value activity and capacity from all allied parties. But the success of Alliance Company is not high; the reason of failure is half direct to the process of integration. Building up the scientific and reasonable Alliance Company Value Chain Integration Mode, avoiding effectively and reducing the risk of the process of integration, have become the key factors for whether the Alliance Company can be truly successful. So it becomes more and more urgent and important to research the alliance company value chain integration mode and its evaluation.
At present, the research on Alliance Company Integration is at the starting phase in the worldwide, the same phase to the integration of the Alliance Company Value Chain and its evaluation. The research on Alliance Company mainly focus on the forming motivation of alliance, theory base, partner selection, alliance mode, benefit distribution and so on. As for the research on integration of the company level, the object is mainly the integration of the company at the merger and acquisition; the content and direction of the integration are also priority; but the research system of integration and integration management haven’t been formed. The research on company value chain is comparative maturity; but in the lack of the integration mode of Alliance Company, the integration process management and relative quantitative evaluation, the research on the integration of alliance company value chain and its evaluation is more difficult; that is also the pivot and nodus of this essay.
This essay starts with the forming mechanism of the integration objective of the alliance company. First, there is a clear definition to the concept s of alliance company and alliance mode and its characteristic. Starting from the analysis of Resource-based Theory, Transaction Cost Theory, Value Chain Theory and Game Theory and so on, systemic research on academic motivation of forming Alliance Company has been described by the essay. Then there are analyses on the relationship of alliance and development of the company and the relationship of competitive advantage and core competitive power, the essay refers that alliance company is the mainly mode of extensional development of modern company, the basic target is making up and advancing the company core competitive power and acquiring sustainable competitive advantage. The essay refers to the connotation of company integration and value chain integration, analyses the forming process of the target of alliance company value chain integration, brings forward that the company competitiveness can be dividend into operation competitiveness, management competitiveness and information competitiveness in the process of value chain integration. Based on the above researches, the essay systematically points out the forming mechanism of the target of alliance company value chain integration.
As for the strategy selection of Alliance Company, there is a further research on integration mode of alliance company value chain. First, there are detailed describes on the levels, principle and integration category of alliance company value chain integration; describe the vertical and lateral internal integration mode of operation value chain. Based on Activity-based Costing, there calculates the cost of operation value chain, built up the Value-Cost Comparative Mode of operation value chain; based on these, form the internal integration mode of operation value chain. The essay gives a clear connotation of management value chain of Alliance Company; analyzes the integration direction of management value chain and integration mode of core segment; points out the integration direction of management service outsourcing. The essay also refers to the research of information integration, supporting platform integration, and information value activity integration and so forth; refers to the integration mode of the information value.
The systemic evaluation of alliance company value chain integration is the quantitative basis for the research on optimizing the integration mode and controlling integration risk, assuring the realization of integration target. Based on objective mechanism of alliance company value chain integration, the essay designs the evaluation index system of core competitiveness of the alliance company value chain from operation value chain, management value chain and information value chain. Based on AHP (Analytic Hierarchy Process), PCA (Principle Component Analysis), together with Multilevel Fuzzy Comprehensive Evaluation, the essay gives a scientific evaluation on effect strength of key factors of core competitiveness, then points out the evaluation mode of the core competitiveness effect of alliance company value chain. At the same time, based on the character of integration risk, the integration risks are divided to five categories as partner selection risk, credit risk, cultural conflict risk, management in coordination risk, benefit distribution risk and so on; every category has been divided into further species. Enclose of index system of alliance company integration risk, there is deeply research on the evaluation steps of effect strength of risk, then points out the evaluation model of effect estimation of integration risk.
Based on the above all studies, this essay refers to the research on the management and control of alliance company integration, and it has significant meanings to realize the integration target and preset mode. It sets up an integration management mode composed of organization structure, management principle and management process by analyzing the target of integration management and control, principle and operation mechanism. Based on the result of core competitiveness evaluation, it optimizes the alliance company value chain integration mode. It points out the systemic Game mode to solving the benefit conflict during the integration process by setting the alliance company as agent and setting the parties related as participants; the mode analyzes the Game process and equilibrium outcome of participants according to different positions as equal and unequal status in theory. The essay designs the controlling system of integration process mainly based on the Pre-warning of Risk and Monitoring Mechanism, by analyzing controlling procedure of integration risk, institutional system of risk prevention and the system of pre-warning of risk. It also sets up risk prevention and controlling measures of integration process.
At the end, based on the relative theory and method used in this essay, the author took an empirical research on the practice of TD Alliance Companies. The research shows that the integration mode and integration management system of the alliance company value chain and so on is feasible and effective; the theory, method and quantitative evaluation model the essay described, are scientific, practical; and have reference meaning to other alliance company in integration process.
目前,国内外结盟企业整合的研究尚处于起步阶段,关于结盟企业价值链的整合及其评价方面的研究更是少见。关于企业结盟的研究,主要集中在结盟形成动因、理论基础、伙伴选择、结盟方式以及利益分配等方面。企业整合方面,多集中在并购企业的整合研究,以企业整合的内容及方向为主,尚未形成整合及整合管理的研究体系。企业价值链的研究相对成熟,但因结盟企业整合模式、整合管理及相关定量评价研究的欠缺,增加了结盟企业价值链的整合及其评价研究的难度,这也是本文研究的重点及难点。
本文的研究建立在结盟企业整合目标的形成机理之上。首先阐述了结盟企业的概念、结盟形式及其特征,应用资源基础理论、交易费用理论、价值链理论和博弈理论等,系统研究了结盟企业形成的动因;分析了企业结盟与企业成长、竞争优势及核心竞争力之间的相互关系,指出结盟企业作为现代企业外延发展的最主要方式之一,其根本目标是构建和提升企业核心竞争能力,并获得持续竞争优势。界定了企业整合与价值链整合的内涵,分析了结盟企业价值链整合目标的形成,进而对价值链整合形成的竞争能力进行了划分。
针对结盟企业的战略选择,本文对结盟企业价值链的整合模式进行了深入研究。首先,详细阐述了结盟企业价值链整合的原则、范畴与层次。分析了业务价值链横向、纵向的外部整合模式;运用作业成本法对业务价值链的成本进行计量,构建了业务价值链的价值-成本比较的综合计量模型,在此基础上本文提出了业务价值链的内部整合模式;界定了结盟企业管理价值链的内涵,分析了管理价值链的整合方向和核心环节的整合方式,提出管理服务外包的管理价值链整合模式;本文又从知识内容整合、支撑平台整合及知识价值活动整合等三个方面,研究了知识价值链的整合模式。
结盟企业价值链整合的系统评价,为整合模式优化和整合风险控制的研究提供量化依据,以保证整合目标的实现。基于结盟企业价值链整合的目标机理,从业务价值链、管理价值链及知识价值链等三个方面,设计了结盟企业价值链核心竞争力的评价指标体系。运用AHP层次分析法、主成分分析法,结合多层次模糊综合评价法对核心竞争力关键要素的影响强度,构建了结盟企业价值链核心竞争力影响度的评价模型。同时,按照整合风险因素的性质,又将结盟企业整合风险划分为伙伴选择风险、信用风险、文化冲突风险、管理不协调风险及利益分配风险等5大类和若干小类,建立了整合风险影响程度估计的评价模型。
在上述研究基础上,本文研究了结盟企业价值链整合的管理及控制。通过分析整合管理及控制的目标、原则和运作机制,提出了由组织机构、管理原则及管理程序构成的整合管理模式。基于核心竞争能力评价结果,归纳了结盟企业价值链整合模式的优化途径。以结盟企业为中间代理人,组建结盟的各方企业为参与人,提出了解决整合过程中利益冲突问题的系统博弈模型。通过分析整合风险的控制程序、风险防范的制度体系以及风险预警系统,设计了以风险预警及监控机制为主体的整合过程控制体系,并提出了整合过程的风险规避与控制措施。
最后,将本文研究的相关理论和方法,结合TD结盟企业的实践作了实证研究。研究结果表明:本文提出的结盟企业价值链的整合模式及整合管理体系等是可行的、有效的,提出的理论、方法和定量评价模型是科学的、实用的,对其他结盟企业具有借鉴意义。
The most marked characters of economic are economic globalization and market integration in 21st century. It is the inevitable trend for enterprise to survive in globalization and develop fast by setting up Alliance Company, especially the International Alliance Company, to pursue the advantage of resource technology and market. Since 1990s, Alliance Company together with Innovative Undertaking, and re-organization and merger have become the most basic development form for modern company, and they are playing a important role in global economic. As the statistic data shows, the average rate of return of those successful allied companies is higher than the other companies; the competitive advantage comes from the effective combination of excellent resource and core value activity and capacity from all allied parties. But the success of Alliance Company is not high; the reason of failure is half direct to the process of integration. Building up the scientific and reasonable Alliance Company Value Chain Integration Mode, avoiding effectively and reducing the risk of the process of integration, have become the key factors for whether the Alliance Company can be truly successful. So it becomes more and more urgent and important to research the alliance company value chain integration mode and its evaluation.
At present, the research on Alliance Company Integration is at the starting phase in the worldwide, the same phase to the integration of the Alliance Company Value Chain and its evaluation. The research on Alliance Company mainly focus on the forming motivation of alliance, theory base, partner selection, alliance mode, benefit distribution and so on. As for the research on integration of the company level, the object is mainly the integration of the company at the merger and acquisition; the content and direction of the integration are also priority; but the research system of integration and integration management haven’t been formed. The research on company value chain is comparative maturity; but in the lack of the integration mode of Alliance Company, the integration process management and relative quantitative evaluation, the research on the integration of alliance company value chain and its evaluation is more difficult; that is also the pivot and nodus of this essay.
This essay starts with the forming mechanism of the integration objective of the alliance company. First, there is a clear definition to the concept s of alliance company and alliance mode and its characteristic. Starting from the analysis of Resource-based Theory, Transaction Cost Theory, Value Chain Theory and Game Theory and so on, systemic research on academic motivation of forming Alliance Company has been described by the essay. Then there are analyses on the relationship of alliance and development of the company and the relationship of competitive advantage and core competitive power, the essay refers that alliance company is the mainly mode of extensional development of modern company, the basic target is making up and advancing the company core competitive power and acquiring sustainable competitive advantage. The essay refers to the connotation of company integration and value chain integration, analyses the forming process of the target of alliance company value chain integration, brings forward that the company competitiveness can be dividend into operation competitiveness, management competitiveness and information competitiveness in the process of value chain integration. Based on the above researches, the essay systematically points out the forming mechanism of the target of alliance company value chain integration.
As for the strategy selection of Alliance Company, there is a further research on integration mode of alliance company value chain. First, there are detailed describes on the levels, principle and integration category of alliance company value chain integration; describe the vertical and lateral internal integration mode of operation value chain. Based on Activity-based Costing, there calculates the cost of operation value chain, built up the Value-Cost Comparative Mode of operation value chain; based on these, form the internal integration mode of operation value chain. The essay gives a clear connotation of management value chain of Alliance Company; analyzes the integration direction of management value chain and integration mode of core segment; points out the integration direction of management service outsourcing. The essay also refers to the research of information integration, supporting platform integration, and information value activity integration and so forth; refers to the integration mode of the information value.
The systemic evaluation of alliance company value chain integration is the quantitative basis for the research on optimizing the integration mode and controlling integration risk, assuring the realization of integration target. Based on objective mechanism of alliance company value chain integration, the essay designs the evaluation index system of core competitiveness of the alliance company value chain from operation value chain, management value chain and information value chain. Based on AHP (Analytic Hierarchy Process), PCA (Principle Component Analysis), together with Multilevel Fuzzy Comprehensive Evaluation, the essay gives a scientific evaluation on effect strength of key factors of core competitiveness, then points out the evaluation mode of the core competitiveness effect of alliance company value chain. At the same time, based on the character of integration risk, the integration risks are divided to five categories as partner selection risk, credit risk, cultural conflict risk, management in coordination risk, benefit distribution risk and so on; every category has been divided into further species. Enclose of index system of alliance company integration risk, there is deeply research on the evaluation steps of effect strength of risk, then points out the evaluation model of effect estimation of integration risk.
Based on the above all studies, this essay refers to the research on the management and control of alliance company integration, and it has significant meanings to realize the integration target and preset mode. It sets up an integration management mode composed of organization structure, management principle and management process by analyzing the target of integration management and control, principle and operation mechanism. Based on the result of core competitiveness evaluation, it optimizes the alliance company value chain integration mode. It points out the systemic Game mode to solving the benefit conflict during the integration process by setting the alliance company as agent and setting the parties related as participants; the mode analyzes the Game process and equilibrium outcome of participants according to different positions as equal and unequal status in theory. The essay designs the controlling system of integration process mainly based on the Pre-warning of Risk and Monitoring Mechanism, by analyzing controlling procedure of integration risk, institutional system of risk prevention and the system of pre-warning of risk. It also sets up risk prevention and controlling measures of integration process.
At the end, based on the relative theory and method used in this essay, the author took an empirical research on the practice of TD Alliance Companies. The research shows that the integration mode and integration management system of the alliance company value chain and so on is feasible and effective; the theory, method and quantitative evaluation model the essay described, are scientific, practical; and have reference meaning to other alliance company in integration process.
引文
1陈渝.企业联盟演化的一般模式略论.企业技术开发, 2005,12: 66~68
2桂萍.国内外企业战略联盟研究综述.武汉理工大学学报(信息与管理工程版). 2007,2: 84~88
3 Li.N Mode choice and performance of strategic alliances. USA:Department of Business Administration in Duke University. 2002: 6~18
4王洋,张子刚等.企业联盟高失败率的原因分析及对策.科技进步管理.2004,11:98~99
5夏谦谦,桂萍.基于资源、成本、风险三维视角的战略联盟稳定性分析.科技创业. 2007,2: 75~77
6 Porter M E. Clusters and new economics of competition. Harvard Business Review,1998,(11/12):77~92
7 Joel Bleek, David Ernst. Collaborating to Compete. Journal of Political Economy,2003,8:43~48
8 Peter Nolan. Strategic Recombine: The Global Industrialization. Journal of Management,2001,9:51~56
9 Pangan U. S., Pilip A.D., Alliances and Wealth Creation: A Corporate Renewal Perspective. Stratagic Change,2000,9:35~43
10 Cheng Wen Lee. Strategic alliances influence on small and medium firm performance. Journal of Business Research. 2007,60:731~741
11 T.K.Das. A resources based theory of strategic alliance. Journal of Management, 2000,26:31~59
12 Yoshino,Michael Y and U.S.Rangan. Strategic Alliance-An Entrepreurial Approach to Globalization, Harvard Business School Press. 2006.7:10~17
13郭焱,郭彬.不同竞合模式的战略联盟形式选择.管理科学学报. 2007,2: 39~46
14 Ndsbore R. and Baughn.C.C. Forms of inter-organizational for multi-national Alliance. The Haworth press Inc. 2003,9:15~45
15 Karl Z, Ronald F. Strategic alliance management: lessons learned from the Bayer Millennium collaboration.Update Feature, 2004,9(20):868
16 Nalebuff B.J. Co-operation. New York: Doubleday Books. 2000,20~110
17 Spekman R.E., Forbes T.M. Alliance management: A view from the past anda look to the future. Journal of Management Studies.2003,35:747~772
18埃德.瑞格斯比.发展战略联盟.机械出版社. 2003:1~95
19 Brinberg J.G. Control in inter-firm co-operative relationship. Journal of Management Studies, 1998,35:421~428
20 Bostjan Antoncic, Igor Prodan. Alliances, corporate technological entrepreneurship and firm performance: Testing a model on manufacturing firms. Technovation.2007,7:1~9
21 Chen Y. An extended Bayesian belief network model of multi-agent systems for supply chain management:[ph.D.] USA: the University of Maryland, 2001:12~23
22 Porter M.E. Competitive Advantage: Creating and Sustaining Superior Performance. London: The free press, 1985:3~23
23 Danyang Z., Donchuan S., and Weiping Y. The Factors Affect Value Chain in Chianese Textiles Export Industry and the Sreategy to Improve Competitive Advantage in Chinese Foreign Trade Enterprise, Brisbane: ACESA, 2004:18~19
24 Jeffrey F. Rayport, John J. Sviokla. Exploiting the Virtual Value Chain. Harvard Business Review, Sep-Dec, 1995: 75-85
25 Gereffi, G.., Korzeniewicz, M. Commodity Chains and Global Capitalism. Westport, CT: Praeger, 2004:9~17
26 Gereffi, G. Beyond the producer-driven/buyer-driven dichotomy: the evolution of global value chains in the Internet era. IDS Bulletin, 2001, 32(3): 30~40
27 Bernhard Swoboda, Thomas Foscht. International value chain processes by retailers and wholesalers– A general approach. Journal of Retailing and Consumer Services. 2008,15:63~77
28 Gereffi, G., Humphrey, J., Sturgeon, T. The governance of global value chains: an analytic framework. Review of International Political Economy, 2002:3~17
29 Ching Chyi Lee, Jie Yang. Knowledge Value Chain. Journal of Management Development. 2000,19(9): 783~793
30 Clark Eustace. A New Perspective on the Knowledge Value Chain. Journal of Intellectual Capital, Vol. 4 Issue 4, 2003: 588~596a look to the future. Journal of Management Studies.2003,35:747~772
18埃德.瑞格斯比.发展战略联盟.机械出版社. 2003:1~95
19 Brinberg J.G. Control in inter-firm co-operative relationship. Journal of Management Studies, 1998,35:421~428
20 Bostjan Antoncic, Igor Prodan. Alliances, corporate technological entrepreneurship and firm performance: Testing a model on manufacturing firms. Technovation.2007,7:1~9
21 Chen Y. An extended Bayesian belief network model of multi-agent systems for supply chain management:[ph.D.] USA: the University of Maryland, 2001:12~23
22 Porter M.E. Competitive Advantage: Creating and Sustaining Superior Performance. London: The free press, 1985:3~23
23 Danyang Z., Donchuan S., and Weiping Y. The Factors Affect Value Chain in Chianese Textiles Export Industry and the Sreategy to Improve Competitive Advantage in Chinese Foreign Trade Enterprise, Brisbane: ACESA, 2004:18~19
24 Jeffrey F. Rayport, John J. Sviokla. Exploiting the Virtual Value Chain. Harvard Business Review, Sep-Dec, 1995: 75-85
25 Gereffi, G.., Korzeniewicz, M. Commodity Chains and Global Capitalism. Westport, CT: Praeger, 2004:9~17
26 Gereffi, G. Beyond the producer-driven/buyer-driven dichotomy: the evolution of global value chains in the Internet era. IDS Bulletin, 2001, 32(3): 30~40
27 Bernhard Swoboda, Thomas Foscht. International value chain processes by retailers and wholesalers– A general approach. Journal of Retailing and Consumer Services. 2008,15:63~77
28 Gereffi, G., Humphrey, J., Sturgeon, T. The governance of global value chains: an analytic framework. Review of International Political Economy, 2002:3~17
29 Ching Chyi Lee, Jie Yang. Knowledge Value Chain. Journal of Management Development. 2000,19(9): 783~793
30 Clark Eustace. A New Perspective on the Knowledge Value Chain. Journal of Intellectual Capital, Vol. 4 Issue 4, 2003: 588~596Management. Strategic Management Journal. 1997, 7(18): 503~509
43 Birkinshaw B.H.. Managing the post-acquisition inregaration process: How the human integration and task integration process interate to foster value creation. Journal of Management Studies. 2000, 37(3): 420~423
44 Jeroen Kraaijenbrink, Fons Wijnhoven. Towards a kernel theory of external knowledge integration foe high-tech firms: Exploring a failed theory test. Technological Forecasting and Social Change. 2007,74: 1215~1233
45 Shi C S, Fang X D, Yang C L. Typical form of organizational innovation and development trend. High Technology Letters, 2004,10(1):70
46肖渡,沈群红,张芸.知识时代的企业合作经营北京大学出版社, 2005: 10~68
47韩輏岚.企业国际战略联盟的形成与发展.中国工业经济. 2000,4: 13~18
48张树义,张树德.企业战略联盟形成外部原因的博弈分析.西南交通大学学报. 2002,3: 66~70
49张树义,袁磊.试论企业战略联盟形成的内部原因.软科学. 2001,15: 6~10
50李作战.从战略联盟的形成动因看风险控制点.经济研究导刊. 2007,5: 118~119
51黄映辉.产品质量成本博弈模型:定价策略.系统工程理论与实践. 2001,8: 28~33
52黄礼健,吴祈宗,张强.具有模糊联盟值的n人合作博弈的模糊Shapley值.北京理工大学学报. 2007,8: 740~745
53生延超.基于交易费用的技术联盟的产生与发展.长安大学学报(社会科学版). 2007,3: 31~36
54陶章华.企业“合作-竞争”博弈研究.西南交通大学博士论文. 2001,7: 26~32
55孙天琦.合作竞争型准市场组织的发展于产业组织结构演进.中国工业经济. 2001,5: 71~75
56游明忠.企业动态联盟风险管理机制的构成与整合.商场现代化. 2007,1: 168~169
57蔡兵.企业强强联合现象的“中间组织理论”分析.南方经济. 2001,1: 47~49
58戢守峰.企业战略联盟风险防范体系的架构研究.管理学报. 2006,1: 19~23
59顾元勋,孙林岩.企业集团与企业联盟的组建及运行成本分析比较.系统工程理论与实践. 2001,8: 75~79
60蒋贵川,范玉顺.基于时间和成本的动态联盟建盟过程研究.清华大学学报(自然科学版). 2002,42: 391~395
61郭焱,张世英.战略联盟契约风险对策研究.中国管理科学. 2004,8: 105~109
62谭玉洪.中小企业战略联盟伙伴选择的灰色聚类方法.集团经济研究. 2007,5: 53~54
63卢少华.动态联盟合作伙伴的选择过程与方法.系统工程理论方法应用. 2003,12: 102~105
64叶传华.现阶段我国企业建立战略联盟的若干思考.企业管理. 2007,2:125~127
65夏天,叶民强.企业战略联盟稳定性的动态博弈分析.华侨大学学报(自然科学版). 2007,1: 96~101
66何静,徐福缘. SDN及其内部合作伙伴关系的博弈分析.系统工程. 2004,21: 60~63
67祝爱民,于丽娟.战略联盟企业间的和谐性分析与优化.中国管理科学. 2004,4: 15~19
68候光明.管理博弈论导论.北京理工大学出版社. 2001: 20~150
69李红铃,钟书华.企业技术联盟成本及其分配.科学学与科学技术管理. 2001,6: 7~10
70吴宪华.动态联盟分配格局研究.系统工程. 2001,19: 31~34
71黄玉杰.战略联盟运作管理的理论基础探析.企业管理. 2005,6: 197~201
72张继焦.价值链管理:优化业务流程与组织,提升企业综合竞争能力[M].中国物价出版社, 2001:1~17
73王田苗,胡耀光.基于价值链的企业流程再造与信息集成.清华大学出版社, 2002:3~73
74吴海平.价值链系统构造及其管理的演进研究.上海管理科学, 2003, 1: 37~43
75夏火松,企业知识价值链与知识价值链管理,情报杂志, 2003, 7: 11~13
76杜琦,傅裕嘉.中国企业价值链管理现状、问题及发展方向研究.价值工程. 2003,3: 26~29
77陶静燕.基于价值链的战略联盟分析.会计之友. 2007,6: 17~18
78李强,赵颖奇.基于产业价值链的企业联盟战略实证分析.商场现代化. 2007,5: 191~192
79杨云涛,何金波.采油生产价值链的优化与管理.价值工程. 2003, 3: 30~32
80王群.价值链分析中作业成本法的应用--一个案例的启示.中央财经大学学报. 2004, 6: 73~77
81刘志娟.基于价值链成本控制系统的主要技术研究.财会研究. 2003,7: 28~30
82程新章.国家贸易战略的全球价值链分析.社会科学辑刊. 2004, 6: 54~58
83冯蔚东,陈剑.基于遗传算法的动态联盟伙伴选择过程及优化模型.清华大学学报(自然科学版). 2000, 40:120~124
84周永华,陈禹六.结合性能评价的多目标价值链设计.计算机集成制造系统--CIMS. 2004,10: 219~225
85李应博,乔忠.企业价值链优化的数量分析方法.中国农业大学学报. 2003,8(4): 77~80
86方琢,刘晓明.基于价值链基础的价值分析与价值管理初探.价值工程. 2001,4: 36~38
87靳珂珂,杨新华.试论生产企业价值链价值评估的基本原理及方法.价值工程. 2004, 1: 58~60
88韩庆兰,肖波勇.基于价值链分析的作业业绩模糊评价方法研究.武汉理工大学学报(社会科学版). 2004, 4: 439~442
89芮明杰.管理学.上海人民出版社. 1999:12~25
90陈重.企业重组与管理整合.企业管理出版社. 2001, 3: 13~32
91魏江.基于核心能力的企业购并模式框架研究.管理科学学报. 2002, 4: 11~16
92郑光等.兼并重组和公司控制.经济科学出版社.2004,8: 96~98
93高巍.基于价值链的企业知识整合研究.哈尔滨工业大学博士论文.2005,6: 13~39
94 Stuart, Toby E. Network positions and Propensities to collaborate: An investigation of strategic alliance formation in a high technology industry. Administrative Science Quarterly. 1998,43:668~675
95 Gulati, Ranjay. Alliance and Network. Strategic Management Journal.1998, 19: 13~17
96 Ming Zeng. Managing and cooperative dilemma of joint ventures: The role of structural factors. Journal of International Management. 2003, 9:95~113
97 Wilko Letterries, John Hagedoorn. Information gathering through alliances. Journal of Economic Behavior and Organization.2006,5:19~23
98 Uta Juttner. Demand chain alignment competence—delivering value through produce life cycle management. Industrial Marketing Management. 2006,35: 989~1001
99龙勇,黄海波.竞争性战略联盟技术合作效应影响因素分析.科技进步与对策. 2006,7: 17~19
100 Wernerfelt, Hill. Alliance Management is a Resource of Competitive Advantage. Journal of Management. 2002, 28(6): 413~446
101 Williamson. O. E., Markets and Hierarchies. New York, Free Press. 1975
102 Williamson. O. E., Transaction Cost Economics: The Governance of Contractual Relation. Journal of Low and Economics. 1979,22: 3~61
103 Williamson. O. E., The Modern Corporation: Origins, Evolution, Attributes. Journal of Economic Literature. 1981,12: 1537~1568
104迈克尔,迪曲奇.交易成本经济学—关于公司的新的经济意义.经济科学出版社, 1999: 19~75
105科斯.企业的性质.上海财经大学出版社, 2000: 7~79
106周三多,邹统钎.战略管理思想史.复旦大学出版社. 2002,11: 159~163
107 Skaret.M.Bjorkeng.K and K.M.Hydle. Knowing Activity: Corporate Bridging of Knowledge and Value of Creation. Creativity & Innovation Management.2002,9: 192～202
108李舒亮.建设项目的风险管理效率研究.哈尔滨工业大学博士学位论文. 2006,6: 57～69
109 George Joseph. Understanding developments in the management information value chain from a structuration theory framework. International Journal of Accounting Information Systems. 2006,7: 319~341
110富立友,柳伟.管理效率的影响因素分析.企业改革与管理. 2004,05: 10~12
111中国服务外包研究中心.中国服务外包发展报告.上海交通大学出版社. 2007,9: 2～37
112帕特里克沙利文.价值驱动的智力资本.赵亮译.华夏出版社. 2002: 109～112
113黄继刚.核心竞争力的动态管理.经济管理出版社. 2004,2: 102～109
114陈红川.高新技术企业核心竞争力评价体系的研究.广东社会科学. 2007,(4): 79~85
115冯祈善,赖纯见,赵仁勇.基于AHP的企业核心竞争力评价.重庆大学学报(自然科学版). 2002,25(4): 99~102
116莫兰琼,刘东升,张敏.基于技术创新的企业核心竞争力评价指标体系研究.价值工程. 2005,(2): 34~36
117马飞,王利政.基于内在结构的企业核心竞争力评价体系.吉林大学学报(工学版). 2004,34(1): 163~167
118赵向飞,董雪静.企业核心竞争力的动态模糊评价模型.统计与决策. 2005,(3): 135~137
119郑克俊,迟清梅.企业核心竞争力的识别与评价研究.科技管理研究. 2006,(5): 81~84
120王连芬,许树柏.层次分析法引论.中国人民大学出版社, 1990: 66~87
121桂萍,夏谦谦.企业战略联盟的稳定性分析.武汉理工大学学报. 2007,3:150~152
122陈一君.企业战略联盟的风险与防范.预测. 2003,22(2): 38~41
123王安宇,司春林.基于关系契约的研发联盟收益分配问题.东南大学学报(自然科学版) . 2007,7: 700~705
124李作战,企业战略联盟的风险分析和防范措施.交通企业管理. 2007,7: 12~13
125向玫.战略联盟的风险及风险回避.科技进步与对策. 2003,(增刊): 60~61.
126魏光兴.战略联盟的风险及其对策分析.企业经济. 2003,(12): 193~194.
127徐冉.跨国战略联盟的风险及其防范.南阳师范学院学报(社会科学版). 2007,4: 21~23
128 Prakash K. Chathoth, Michael D.Olsen. The effect of environment risk, corporate strategy, and capital structure on firm performance: An empirical investigation of restaurant firms. Hospitality Management. 2007,26: 502~516
129 American Project Management Institute Standards Committee: A Guide tothe Project Management Body of Knowledge(PMBOK).Upper Darby, PA: Project Management Institute.Edi. 2000: 11~15
130姜劲,吕晖,徐学军.战略联盟的冲突问题研究.数学的实践与认识. 2007,6: 54~59
131徐凤琴.企业联盟及联盟竞争的博弈分析.中国农业大学博士学位论文.2004,6:10~88
132刘洪久.企业并购中目标企业选择研究.哈尔滨工业大学博士学位论文. 2007.3: 25~50
133蔡继荣,郭春梅.战略联盟的稳定性边界研究.管理工程学报. 2007,2: 103~105
134陈雯,张强.基于模糊联盟合作博弈的企业联盟收益分配策略.北京理工大学学报. 2007,8: 735~741
135 Kate Bailey, Mark Francis. Managing information flows for improved value chain performance. International Journal of production economics. 2008,111:2~12
2桂萍.国内外企业战略联盟研究综述.武汉理工大学学报(信息与管理工程版). 2007,2: 84~88
3 Li.N Mode choice and performance of strategic alliances. USA:Department of Business Administration in Duke University. 2002: 6~18
4王洋,张子刚等.企业联盟高失败率的原因分析及对策.科技进步管理.2004,11:98~99
5夏谦谦,桂萍.基于资源、成本、风险三维视角的战略联盟稳定性分析.科技创业. 2007,2: 75~77
6 Porter M E. Clusters and new economics of competition. Harvard Business Review,1998,(11/12):77~92
7 Joel Bleek, David Ernst. Collaborating to Compete. Journal of Political Economy,2003,8:43~48
8 Peter Nolan. Strategic Recombine: The Global Industrialization. Journal of Management,2001,9:51~56
9 Pangan U. S., Pilip A.D., Alliances and Wealth Creation: A Corporate Renewal Perspective. Stratagic Change,2000,9:35~43
10 Cheng Wen Lee. Strategic alliances influence on small and medium firm performance. Journal of Business Research. 2007,60:731~741
11 T.K.Das. A resources based theory of strategic alliance. Journal of Management, 2000,26:31~59
12 Yoshino,Michael Y and U.S.Rangan. Strategic Alliance-An Entrepreurial Approach to Globalization, Harvard Business School Press. 2006.7:10~17
13郭焱,郭彬.不同竞合模式的战略联盟形式选择.管理科学学报. 2007,2: 39~46
14 Ndsbore R. and Baughn.C.C. Forms of inter-organizational for multi-national Alliance. The Haworth press Inc. 2003,9:15~45
15 Karl Z, Ronald F. Strategic alliance management: lessons learned from the Bayer Millennium collaboration.Update Feature, 2004,9(20):868
16 Nalebuff B.J. Co-operation. New York: Doubleday Books. 2000,20~110
17 Spekman R.E., Forbes T.M. Alliance management: A view from the past anda look to the future. Journal of Management Studies.2003,35:747~772
18埃德.瑞格斯比.发展战略联盟.机械出版社. 2003:1~95
19 Brinberg J.G. Control in inter-firm co-operative relationship. Journal of Management Studies, 1998,35:421~428
20 Bostjan Antoncic, Igor Prodan. Alliances, corporate technological entrepreneurship and firm performance: Testing a model on manufacturing firms. Technovation.2007,7:1~9
21 Chen Y. An extended Bayesian belief network model of multi-agent systems for supply chain management:[ph.D.] USA: the University of Maryland, 2001:12~23
22 Porter M.E. Competitive Advantage: Creating and Sustaining Superior Performance. London: The free press, 1985:3~23
23 Danyang Z., Donchuan S., and Weiping Y. The Factors Affect Value Chain in Chianese Textiles Export Industry and the Sreategy to Improve Competitive Advantage in Chinese Foreign Trade Enterprise, Brisbane: ACESA, 2004:18~19
24 Jeffrey F. Rayport, John J. Sviokla. Exploiting the Virtual Value Chain. Harvard Business Review, Sep-Dec, 1995: 75-85
25 Gereffi, G.., Korzeniewicz, M. Commodity Chains and Global Capitalism. Westport, CT: Praeger, 2004:9~17
26 Gereffi, G. Beyond the producer-driven/buyer-driven dichotomy: the evolution of global value chains in the Internet era. IDS Bulletin, 2001, 32(3): 30~40
27 Bernhard Swoboda, Thomas Foscht. International value chain processes by retailers and wholesalers– A general approach. Journal of Retailing and Consumer Services. 2008,15:63~77
28 Gereffi, G., Humphrey, J., Sturgeon, T. The governance of global value chains: an analytic framework. Review of International Political Economy, 2002:3~17
29 Ching Chyi Lee, Jie Yang. Knowledge Value Chain. Journal of Management Development. 2000,19(9): 783~793
30 Clark Eustace. A New Perspective on the Knowledge Value Chain. Journal of Intellectual Capital, Vol. 4 Issue 4, 2003: 588~596a look to the future. Journal of Management Studies.2003,35:747~772
18埃德.瑞格斯比.发展战略联盟.机械出版社. 2003:1~95
19 Brinberg J.G. Control in inter-firm co-operative relationship. Journal of Management Studies, 1998,35:421~428
20 Bostjan Antoncic, Igor Prodan. Alliances, corporate technological entrepreneurship and firm performance: Testing a model on manufacturing firms. Technovation.2007,7:1~9
21 Chen Y. An extended Bayesian belief network model of multi-agent systems for supply chain management:[ph.D.] USA: the University of Maryland, 2001:12~23
22 Porter M.E. Competitive Advantage: Creating and Sustaining Superior Performance. London: The free press, 1985:3~23
23 Danyang Z., Donchuan S., and Weiping Y. The Factors Affect Value Chain in Chianese Textiles Export Industry and the Sreategy to Improve Competitive Advantage in Chinese Foreign Trade Enterprise, Brisbane: ACESA, 2004:18~19
24 Jeffrey F. Rayport, John J. Sviokla. Exploiting the Virtual Value Chain. Harvard Business Review, Sep-Dec, 1995: 75-85
25 Gereffi, G.., Korzeniewicz, M. Commodity Chains and Global Capitalism. Westport, CT: Praeger, 2004:9~17
26 Gereffi, G. Beyond the producer-driven/buyer-driven dichotomy: the evolution of global value chains in the Internet era. IDS Bulletin, 2001, 32(3): 30~40
27 Bernhard Swoboda, Thomas Foscht. International value chain processes by retailers and wholesalers– A general approach. Journal of Retailing and Consumer Services. 2008,15:63~77
28 Gereffi, G., Humphrey, J., Sturgeon, T. The governance of global value chains: an analytic framework. Review of International Political Economy, 2002:3~17
29 Ching Chyi Lee, Jie Yang. Knowledge Value Chain. Journal of Management Development. 2000,19(9): 783~793
30 Clark Eustace. A New Perspective on the Knowledge Value Chain. Journal of Intellectual Capital, Vol. 4 Issue 4, 2003: 588~596Management. Strategic Management Journal. 1997, 7(18): 503~509
43 Birkinshaw B.H.. Managing the post-acquisition inregaration process: How the human integration and task integration process interate to foster value creation. Journal of Management Studies. 2000, 37(3): 420~423
44 Jeroen Kraaijenbrink, Fons Wijnhoven. Towards a kernel theory of external knowledge integration foe high-tech firms: Exploring a failed theory test. Technological Forecasting and Social Change. 2007,74: 1215~1233
45 Shi C S, Fang X D, Yang C L. Typical form of organizational innovation and development trend. High Technology Letters, 2004,10(1):70
46肖渡,沈群红,张芸.知识时代的企业合作经营北京大学出版社, 2005: 10~68
47韩輏岚.企业国际战略联盟的形成与发展.中国工业经济. 2000,4: 13~18
48张树义,张树德.企业战略联盟形成外部原因的博弈分析.西南交通大学学报. 2002,3: 66~70
49张树义,袁磊.试论企业战略联盟形成的内部原因.软科学. 2001,15: 6~10
50李作战.从战略联盟的形成动因看风险控制点.经济研究导刊. 2007,5: 118~119
51黄映辉.产品质量成本博弈模型:定价策略.系统工程理论与实践. 2001,8: 28~33
52黄礼健,吴祈宗,张强.具有模糊联盟值的n人合作博弈的模糊Shapley值.北京理工大学学报. 2007,8: 740~745
53生延超.基于交易费用的技术联盟的产生与发展.长安大学学报(社会科学版). 2007,3: 31~36
54陶章华.企业“合作-竞争”博弈研究.西南交通大学博士论文. 2001,7: 26~32
55孙天琦.合作竞争型准市场组织的发展于产业组织结构演进.中国工业经济. 2001,5: 71~75
56游明忠.企业动态联盟风险管理机制的构成与整合.商场现代化. 2007,1: 168~169
57蔡兵.企业强强联合现象的“中间组织理论”分析.南方经济. 2001,1: 47~49
58戢守峰.企业战略联盟风险防范体系的架构研究.管理学报. 2006,1: 19~23
59顾元勋,孙林岩.企业集团与企业联盟的组建及运行成本分析比较.系统工程理论与实践. 2001,8: 75~79
60蒋贵川,范玉顺.基于时间和成本的动态联盟建盟过程研究.清华大学学报(自然科学版). 2002,42: 391~395
61郭焱,张世英.战略联盟契约风险对策研究.中国管理科学. 2004,8: 105~109
62谭玉洪.中小企业战略联盟伙伴选择的灰色聚类方法.集团经济研究. 2007,5: 53~54
63卢少华.动态联盟合作伙伴的选择过程与方法.系统工程理论方法应用. 2003,12: 102~105
64叶传华.现阶段我国企业建立战略联盟的若干思考.企业管理. 2007,2:125~127
65夏天,叶民强.企业战略联盟稳定性的动态博弈分析.华侨大学学报(自然科学版). 2007,1: 96~101
66何静,徐福缘. SDN及其内部合作伙伴关系的博弈分析.系统工程. 2004,21: 60~63
67祝爱民,于丽娟.战略联盟企业间的和谐性分析与优化.中国管理科学. 2004,4: 15~19
68候光明.管理博弈论导论.北京理工大学出版社. 2001: 20~150
69李红铃,钟书华.企业技术联盟成本及其分配.科学学与科学技术管理. 2001,6: 7~10
70吴宪华.动态联盟分配格局研究.系统工程. 2001,19: 31~34
71黄玉杰.战略联盟运作管理的理论基础探析.企业管理. 2005,6: 197~201
72张继焦.价值链管理:优化业务流程与组织,提升企业综合竞争能力[M].中国物价出版社, 2001:1~17
73王田苗,胡耀光.基于价值链的企业流程再造与信息集成.清华大学出版社, 2002:3~73
74吴海平.价值链系统构造及其管理的演进研究.上海管理科学, 2003, 1: 37~43
75夏火松,企业知识价值链与知识价值链管理,情报杂志, 2003, 7: 11~13
76杜琦,傅裕嘉.中国企业价值链管理现状、问题及发展方向研究.价值工程. 2003,3: 26~29
77陶静燕.基于价值链的战略联盟分析.会计之友. 2007,6: 17~18
78李强,赵颖奇.基于产业价值链的企业联盟战略实证分析.商场现代化. 2007,5: 191~192
79杨云涛,何金波.采油生产价值链的优化与管理.价值工程. 2003, 3: 30~32
80王群.价值链分析中作业成本法的应用--一个案例的启示.中央财经大学学报. 2004, 6: 73~77
81刘志娟.基于价值链成本控制系统的主要技术研究.财会研究. 2003,7: 28~30
82程新章.国家贸易战略的全球价值链分析.社会科学辑刊. 2004, 6: 54~58
83冯蔚东,陈剑.基于遗传算法的动态联盟伙伴选择过程及优化模型.清华大学学报(自然科学版). 2000, 40:120~124
84周永华,陈禹六.结合性能评价的多目标价值链设计.计算机集成制造系统--CIMS. 2004,10: 219~225
85李应博,乔忠.企业价值链优化的数量分析方法.中国农业大学学报. 2003,8(4): 77~80
86方琢,刘晓明.基于价值链基础的价值分析与价值管理初探.价值工程. 2001,4: 36~38
87靳珂珂,杨新华.试论生产企业价值链价值评估的基本原理及方法.价值工程. 2004, 1: 58~60
88韩庆兰,肖波勇.基于价值链分析的作业业绩模糊评价方法研究.武汉理工大学学报(社会科学版). 2004, 4: 439~442
89芮明杰.管理学.上海人民出版社. 1999:12~25
90陈重.企业重组与管理整合.企业管理出版社. 2001, 3: 13~32
91魏江.基于核心能力的企业购并模式框架研究.管理科学学报. 2002, 4: 11~16
92郑光等.兼并重组和公司控制.经济科学出版社.2004,8: 96~98
93高巍.基于价值链的企业知识整合研究.哈尔滨工业大学博士论文.2005,6: 13~39
94 Stuart, Toby E. Network positions and Propensities to collaborate: An investigation of strategic alliance formation in a high technology industry. Administrative Science Quarterly. 1998,43:668~675
95 Gulati, Ranjay. Alliance and Network. Strategic Management Journal.1998, 19: 13~17
96 Ming Zeng. Managing and cooperative dilemma of joint ventures: The role of structural factors. Journal of International Management. 2003, 9:95~113
97 Wilko Letterries, John Hagedoorn. Information gathering through alliances. Journal of Economic Behavior and Organization.2006,5:19~23
98 Uta Juttner. Demand chain alignment competence—delivering value through produce life cycle management. Industrial Marketing Management. 2006,35: 989~1001
99龙勇,黄海波.竞争性战略联盟技术合作效应影响因素分析.科技进步与对策. 2006,7: 17~19
100 Wernerfelt, Hill. Alliance Management is a Resource of Competitive Advantage. Journal of Management. 2002, 28(6): 413~446
101 Williamson. O. E., Markets and Hierarchies. New York, Free Press. 1975
102 Williamson. O. E., Transaction Cost Economics: The Governance of Contractual Relation. Journal of Low and Economics. 1979,22: 3~61
103 Williamson. O. E., The Modern Corporation: Origins, Evolution, Attributes. Journal of Economic Literature. 1981,12: 1537~1568
104迈克尔,迪曲奇.交易成本经济学—关于公司的新的经济意义.经济科学出版社, 1999: 19~75
105科斯.企业的性质.上海财经大学出版社, 2000: 7~79
106周三多,邹统钎.战略管理思想史.复旦大学出版社. 2002,11: 159~163
107 Skaret.M.Bjorkeng.K and K.M.Hydle. Knowing Activity: Corporate Bridging of Knowledge and Value of Creation. Creativity & Innovation Management.2002,9: 192～202
108李舒亮.建设项目的风险管理效率研究.哈尔滨工业大学博士学位论文. 2006,6: 57～69
109 George Joseph. Understanding developments in the management information value chain from a structuration theory framework. International Journal of Accounting Information Systems. 2006,7: 319~341
110富立友,柳伟.管理效率的影响因素分析.企业改革与管理. 2004,05: 10~12
111中国服务外包研究中心.中国服务外包发展报告.上海交通大学出版社. 2007,9: 2～37
112帕特里克沙利文.价值驱动的智力资本.赵亮译.华夏出版社. 2002: 109～112
113黄继刚.核心竞争力的动态管理.经济管理出版社. 2004,2: 102～109
114陈红川.高新技术企业核心竞争力评价体系的研究.广东社会科学. 2007,(4): 79~85
115冯祈善,赖纯见,赵仁勇.基于AHP的企业核心竞争力评价.重庆大学学报(自然科学版). 2002,25(4): 99~102
116莫兰琼,刘东升,张敏.基于技术创新的企业核心竞争力评价指标体系研究.价值工程. 2005,(2): 34~36
117马飞,王利政.基于内在结构的企业核心竞争力评价体系.吉林大学学报(工学版). 2004,34(1): 163~167
118赵向飞,董雪静.企业核心竞争力的动态模糊评价模型.统计与决策. 2005,(3): 135~137
119郑克俊,迟清梅.企业核心竞争力的识别与评价研究.科技管理研究. 2006,(5): 81~84
120王连芬,许树柏.层次分析法引论.中国人民大学出版社, 1990: 66~87
121桂萍,夏谦谦.企业战略联盟的稳定性分析.武汉理工大学学报. 2007,3:150~152
122陈一君.企业战略联盟的风险与防范.预测. 2003,22(2): 38~41
123王安宇,司春林.基于关系契约的研发联盟收益分配问题.东南大学学报(自然科学版) . 2007,7: 700~705
124李作战,企业战略联盟的风险分析和防范措施.交通企业管理. 2007,7: 12~13
125向玫.战略联盟的风险及风险回避.科技进步与对策. 2003,(增刊): 60~61.
126魏光兴.战略联盟的风险及其对策分析.企业经济. 2003,(12): 193~194.
127徐冉.跨国战略联盟的风险及其防范.南阳师范学院学报(社会科学版). 2007,4: 21~23
128 Prakash K. Chathoth, Michael D.Olsen. The effect of environment risk, corporate strategy, and capital structure on firm performance: An empirical investigation of restaurant firms. Hospitality Management. 2007,26: 502~516
129 American Project Management Institute Standards Committee: A Guide tothe Project Management Body of Knowledge(PMBOK).Upper Darby, PA: Project Management Institute.Edi. 2000: 11~15
130姜劲,吕晖,徐学军.战略联盟的冲突问题研究.数学的实践与认识. 2007,6: 54~59
131徐凤琴.企业联盟及联盟竞争的博弈分析.中国农业大学博士学位论文.2004,6:10~88
132刘洪久.企业并购中目标企业选择研究.哈尔滨工业大学博士学位论文. 2007.3: 25~50
133蔡继荣,郭春梅.战略联盟的稳定性边界研究.管理工程学报. 2007,2: 103~105
134陈雯,张强.基于模糊联盟合作博弈的企业联盟收益分配策略.北京理工大学学报. 2007,8: 735~741
135 Kate Bailey, Mark Francis. Managing information flows for improved value chain performance. International Journal of production economics. 2008,111:2~12