基于竞合关系的中小企业成长过程中的共生行为研究
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摘要
中小企业作为当今世界经济最活跃的一支力量,在世界各国飞速发展起来,并越来越表现出惊人的活力和强大的生命力。但随着经济全球化程度的逐步提升和我国经济的进一步发展,企业面临着日益深化的国际化分工和迅猛发展的科学技术水平所呈现出的严峻局面,极大地影响了企业的经营环境,企业不仅要面对国内企业的挤压,而且还要面对来自全球其它地区企业的激烈竞争。面对这种复杂多变的国际局面和竞争态势,使得越来越多的中小企业逐渐意识到单凭企业自身力量很难在这急剧变化的市场环境中求得生存和发展,于是有了对企业战略进行调整的迫切需要。企业间不再是寻求简单的竞争关系,而是寻求从竞争对抗走向竞争与合作的关系。企业的这种竞争与合作战略表现在企业与其相关群体的关系的改变,即：企业与供应商之间、企业与消费者之间、企业与同行业从业者之间以及企业与互补品生产商之间的关系,己经演化成既竞争又合作的复杂的博弈关系。这种既竞争又合作的关系,笔者认为就是一种共生关系,这种合作共生关系不仅会影响到主导企业自身的经营效益和持续的竞争优势,也会对参与共生的其它企业的行为和效益、以及它们所处的环境产生深层次的影响。深入剖析中小企业竞合共生的内在动力,探讨中小企业竞合共生的最佳模式以及寻求实现中小企业竞合共生的有效途径,成为本研究所要解决的主要问题,本研究将以共生理论为基础,共生理论的分析方法为主要路径来对中小企业的竞合共生行为进行研究。
第一章阐述了本文选题的意义,对共生理论、中小企业竞合理论的研究现状进行了文献综述,为后面的研究提供理论依据。
第二章首先给出了对中小企业竞合共生的定义：中小企业竞合共生是指中小企业与各竞合体之间在一定的环境中按照某种共生模式形成的合作关系。然后对共生理论的基本概念及基本原理进行了介绍,并将其应用到中小企业竞合共生关系中：一是确立了中小企业竞合共生关系组成元素：中小企业竞合共生单元、中小企业竞合共生模式和中小企业竞合共生环境；二是介绍了中小企业竞合共生的基本原理：中小企业竞合共生能量选择机制、中小企业竞合共生界面选择机制以及中小企业竞合共生系统共进化机制；三是介绍了共生理论的基本分析方法：共生度分析方法、共生界面分析方法和共生模式分析方法。它们是本文用以研究中小企业竞合共生关系的基础。
第三章首先对本文的研究对象进行了界定,主要是从质的角度进行了界定：相对于大企业而言经营规模比较小、在本行业中不居于市场主导地位以及竞争能力比较薄弱的经济单位。然后对中小企业的有关理论：中小企业存在理论、中小企业发展理论、中小企业竞争理论以及中小企业竞争合作理论进行了综述。最后对中小企业竞合共生的源动力进行了分析,本研究认为,促进中小企业竞合共生的主要源动力是：一是共生能破解中小企业的资源瓶颈；二是共生可以分散或降低企业风险；三是共生可以降低企业交易费；四是共生可以促进企业产生合作效应；五是合作共生是中小企业发展的必然性选择。
第四章首先对中小企业形成共生的条件进行了分析,通过分析笔者认为,企业间形成共生关系必须满足：一是个体企业间必须存在某种联系；二是必须要有可以进行相互交流的媒介或者说共同的语言；三是企业间的合作必须能够产生合作剩余；四是必须能够建立某种稳定的交流方式(模式)。然后对中小企业的竞合对象进行了界定,本文主要将与中小企业可能发生竞合关系的特定群体作为研究对象,即：买方(供应商)、卖方(销售商和消费者)、互补品生产商以及同行业竞争者。然后对中小企业与各竞合体间共生能量的产生过程进行了分析：一是在中小企业与供方之间,如果他们间合作成本的减少大于企业直接进行市场交易时所获得的利润增值时,中小企业与供方之间将会产生合作剩余,满足合作共生的能量条件；二是在中小企业与买方之间,如果合作成本小于企业的营销费用时,中小企业与买方之间将出现合作剩余,满足合作共生的能量条件；三是中小企业与同行业竞争者之间,如果它们的市场竞争能力和企业问相互影响的程度都比较强时,能够产生较大的合作剩余,满足合作共生的能量条件；四是中小企业与互补品生产者之间,如果彼此在市场上的表现相互影响的程度较深时,将产生合作剩余,满足合作共生的能量条件。然后对中小企业竞合共生关系的对象选择进行了分析,本文主要从两个方面进行了分析：一是在不完备信息下的对象选择,中小企业采用竞争性机制进行选择：在所有备选企业中选择最符合共生条件的企业作为竞合共生对象；二是在完备信息下的对象选择,中小企业采用非竞争性机制进行选择：当企业间有亲缘关系即属于同类企业时,采用亲近度进行选择,如果企业间越亲近则越容易形成共生关系；当企业间没有亲缘关系只有相关关系时,采用关联度进行选择,企业间的业务往来越紧密,则越容易形成共生关系。然后对中小企业竞合共生关系的发展方向进行了分析,笔者认为如果在所形成的中小企业竞合共生系统中,参与企业的数量增加不会影响整体合作效益时,将会首先考虑扩大共生系统的企业规模,如果当参与企业的增加会影响到共生系统的整体效益时,将会选择在共生系统中努力进行功能的提升。最后对环境对共生关系的影响进行了分析,笔者认为,为了保证中小企业竞合共生系统的健康、稳定、持续的发展,应努力改善、创造适于企业发展的政治环境、经济环境、社会环境、技术环境、人力资源环境、自然环境等。
第五章将共生理论的共生模式分析方法应用到中小企业竞合共生的研究当中。笔者将中小企业竞合共生模式分成两个维度：中小企业竞合共生的组织维度和中小企业竞合共生的行为维度进行分析,而中小企业竞合共生的组织维度又分为：点共生模式、间歇共生模式、连续共生模式以及一体化共生模式,中小企业竞合共生的行为维度分为：寄生模式、偏利共生模式、非对称互惠共生模式以及对称性互惠共生模式。笔者认为,中小企业的竞合共生模式所体现出的任何一种形态都是由组织维度和行为维度共生决定的,因此,中小企业的竞合共生模式的表现形态可组合成十六种状态,而这十六种状态体现在中小企业共生的基本形态中。笔者认为中小企业的竞合共生的基本形态可以从三个方面来进行划分：一是按照企业规模来划分：大企业-大企业、大企业-中小企业以及中小企业-中小企业；二是按照共生机制来划分：市场制、中间性体制和科层制；三是按照企业间共生网络结构来划分：资源型、平等型、依托型以及虚拟型。最后通过对中小企业与各竞合体形成共生关系的特性分析可以确定：一是中小企业与供方间可形成：非对称性互惠连续共生模式或对称性互惠连续共生模式,属于中间性体制中的供应链准一体化；二是中小企业与买方间可形成：非对称性互惠连续共生模式或对称性互惠连续共生模式,属于中间性体制中的供应链准一体化、外包或下包制、供应链准一体化或硅谷的“模块化”；三是中小企业与同行竞争对手间可形成：对称性互惠间歇共生和对称性互惠连续共生,属于中间性体制中的战略联盟；四是中小企业与互补品生产商间可形成：偏利性间歇共生、互惠性连续共生,属于供应链准一体化。
第六章研究了中小企业竞合共生进化。首先分析了中小企业竞合共生模式的动态演变过程,中小企业竞合共生模式是从点共生向一体化共生方向进化的,在这个进化的过程中经历了寄生、偏利共生向互惠共生转化,其最理想的状态是对称性一体化共生。然后对中小企业的竞合共生关系的进化阶段进行了分析,笔者认为中小企业竞合共生关系经历了：亲缘共生、业缘共生、地缘共生及网络共生等四个阶段,中小企业竞合共生关系就是从最初的最简单的亲缘共生关系开始,而后随着社会的进步和市场经济的发展一步一步向最复杂最高级的网络共生方向发展的,当然这四个阶段性的共生关系也不是彼此独立的而是经常在现实中共同存在。最后是对中小企业的竞合共生途径提出了笔者的一些指导性意见,笔者提出了四种实现中小企业共生合作的路径：一是中小企业自我促进实现竞合共生；二是中小企业通过中间组织的协调实现竞合共生；三是中小企业通过嵌入性生产实现竞合共生；四是中小企业通过政府引导实现竞合共生。
第七章首先对全文进行了总结,尽管中小企业在其成长的过程中存在着许多困难,但只要制定好正确的成长战略,选择正确的竞合共生成长模式,选择一条符合自身特点的成长路径,就会实现企业的持续、稳定的发展。然后进行了展望,希望能把中小企业放在一个更大的共生系统中去研究,构建一个全要素的中小企业共生成长模型。本文的研究为中小企业的研究提供了一个新的视角,丰富了中小企业成长的研究体系,对促进中小企业的发展具有一定的指导意义和理论价值。
As the most energetic economic power nowadays in the world, the small and medium sized enterprises (SMEs) grow rapidly in many countries, and have shown their surprising vigor and strong vitality. However, with economic globalization and economic growth in China, the enterprises are exposed to a severe competition at home and abroad brought by international labor division and advanced technology. Facing the complicated and changeable environment world widely, more and more SMEs come to realize that it is hard to survive and develop in such a rapidly-changing market just relying on their own capability, and thus it is urgent to adjust their develop strategies. The relation among enterprises transforms from simple competition to competition—cooperation. The new strategy of competition-cooperation means that the relation between enterprises and their related groups such as supplier, consumers, peer competitors, and complementary products suppliers, has become to be a complicated game with competition and cooperation as well. The new relation can be considered as an intergrowth, which makes impact not only on the performance and competitive advantages of dominant enterprise, but also on the behavior, benefits and environment of other enterprises in the intergrowth pattern. The major question that will be solved in the paper is to find an effective way to set up a best intergrowth pattern of SMEs by analyzing their inner energy of intergrowth. On the basis of intergrowth theory, this paper will discuss the growth of SMEs in a way of competition-cooperation.
Chapter1introduces the significance of the topic, and summarizes the intergrowth theory and literature about the growth of SMEs in competition-cooperation, so as to provide theoretical basis to the paper.
Chapter2defines the "competition-cooperation intergrowth of SMEs" as a cooperation relation between SMEs and their partners in the form of intergrowth. Then, it introduces the theory and principles about intergrowth, and applies it to explain the competition-cooperation relation among SMEs:firstly, it confirms the components, unit, pattern and environment of the intergrowth of SMEs; secondly, it introduces the primary principles of the intergrowth of SMEs:intergrowth energy choice mechanism of SMEs, intergrowth interface choice mechanism of SMEs, and intergrowth evolvement of SMEs; thirdly, it introduces analytical methods of intergrowth theory:intergrowth degree analysis, intergrowth interface analysis and intergrowth pattern analysis, which provide the basis to the research of SMEs intergrowth.
Chapter3defines the research objective mainly from the angle of quality: comparing big enterprises, SMEs is small in their business scales, lack of a major share in market, and weak in the competitions. Then it makes a summary on the theories concerning SMEs, including existence theory, development theory, competition theory, and competition-cooperation theory. Finally, it analyses the energy resource of SMEs intergrowth in following five aspects:(1) intergrowth may help SMEs get through the bottle-neck in the process of development;(2) intergrowth may lower the risk of SMEs;(3) intergrowth may decrease the trade cost of SMEs;(4) intergrowth may promote the cooperation among SMEs;(5) intergrowth is the best the choice for the ucvelopment of SMEs.
Chapter4analyses the condition of the SMEs intergrowth, and finds that there are four necessary conditions to realize the intergrowth of SMEs as follows:firstly, there should be some links existing between enterprises; secondly, an interface (i.e. common language) is needed for communication;(3) there should be surplus in the cooperation of enterprises;(4) it need a stable communication pattern. The paper takes the specific groups that may have a competition-cooperation relation with SMEs as research targets, such as buyers (suppliers), sellers (distributors and consumers), complementary product suppliers and peer competitors. Then it analyses the conditions that can result in energy is the process of intergrowth between SMEs and their partners:firstly, the energy will be produced when there is a surplus resulting from the cooperation between SMEs and suppliers, i.e., the decrease of cooperation cost between SMEs and suppliers is more than profit increment in the direct market trades earned by enterprises; secondly, the energy will be produced when there is a surplus resulting from the cooperation between SMEs and buyers, i.e., the cooperation cost between SMEs and buyers is smaller than the possible marketing expenses of enterprises; thirdly, the energy will be produced when there is a big surplus resulting from the cooperation between SMEs and peer competitors, i.e., the competitive capability and interactive impact of SMEs and their peer competitors are quite strong; fourthly, the energy will be produced when there is a surplus resulting from the cooperation between SMEs and complementary product suppliers, i.e., there is a strong interactive influence on market performance between SMEs and complementary product suppliers. It also makes analysis on the choice of intergrowth partners from two aspects:firstly, SMEs choose intergrowth partners with competitive mechanism when information is incomplete, i.e. choose the one that meet the demand of intergrowth best; secondly, SMEs choose intergrowth partners with non-competitive mechanism when information is complete, i.e. choose partners according to the similarity degree or correlation degree of SMEs with the candidate enterprises. The higher the degrees of enterprises are, the more likely to become intergrowth partners. Then it indicates that enterprises scale in the intergrowth system can be expanded, when the number of participated enterprises in the intergrowth systems will not influence overall cooperation performance; when the increase of participated enterprises in the intergrowth systems will influence overall cooperation performance, the function of enterprises should be enhanced in the system. Finally, it emphasizes that favorable political, economic, social, technological, human resource and natural environment shall be guaranteed for the stable and sustainable development of SMEs intergrowth systems.
Chapter5makes analysis on the organization and behavior of the SMEs intergrowth on the basis of intergrowth pattern analytical method. The organization model of SMEs includes point symbiosis, intermittent symbiosis, continuous symbiosis, and integrated symbiosis. The behavior model of SMEs includes parasitic intergrowth, commensalism, asymmetric mutualism, and symmetric mutualism. Decided by the organization and behavior of SMEs intergrowth, the intergrowth has totally16models in line with the different combination of organization and behavior models. The intergrowth models may be categorized by three ways:firstly, in accordance with the size of enterprises, they are big-big enterprises model, big-medium enterprises model, SME-big enterprises model; secondly, in accordance with intergrowth mechanism, they are market mechanism, middle mechanism and bureaucracy; thirdly, in accordance with the network structure of intergrowth, they are resource model, equality model, support model and virtual model. The appropriate models that SMEs may choose are as follows: firstly, the intergrowth between SMEs and suppliers is asymmetric or symmetric mutualism continuous model, with integration of supply chain in the middle model; secondly, the intergrowth between SMEs and buyers is asymmetric or symmetric mutualism continuous model, with integration of supply chain, outsourcing, and modularization of silicon valley in the middle model; thirdly, the intergrowth between SMEs and peer competitors is intermittent or continuous symmetric mutualism model, with strategic alliance in the middle model; fourthly, the intergrowth between SMEs and complementary product suppliers is intermittent commensalism model and continuous mutualism model, with integration of supply chain in the middle model.
Chapter6focuses on the analysis of the intergrowth evolvement of SMEs. It firstly analyses the dynamic intergrowth evolvement process of SMEs, in which the intergrowth evolves from point intergrowth to integrated intergrowth by transforming from parasitism, commensalism to mutualism, and the best model is symmetric integrated intergrowth. Then it indicates the four phases of SMEs intergrowth evolvement from the simplest from to the most complicated one:kinship intergrowth, vocational intergrowth, geographical intergrowth and network intergrowth. And the four phases are not independent from each other, but exist together very often. Finally, it proposes four possible ways to realize the intergrowth of SMEs as follows: elf-promotion of SMEs, coordination from middle organizations, embedded production of SMEs into their partners, and leading from government.
Chapter7makes a summary on the paper. Although there are many difficulties faced by SMEs in the process of their development, SMEs can growth in a stable and sustainable way as long as they find a proper intergrowth model and make development strategies accordingly. An overall-element intergrowth patterned is expected to be created by studying SMEs in a larger intergrowth system. The paper shows a new angel of research on SMEs, enriches the content of SMEs growth studies, and contributes theoretically to the development of SMEs.
第一章阐述了本文选题的意义,对共生理论、中小企业竞合理论的研究现状进行了文献综述,为后面的研究提供理论依据。
第二章首先给出了对中小企业竞合共生的定义：中小企业竞合共生是指中小企业与各竞合体之间在一定的环境中按照某种共生模式形成的合作关系。然后对共生理论的基本概念及基本原理进行了介绍,并将其应用到中小企业竞合共生关系中：一是确立了中小企业竞合共生关系组成元素：中小企业竞合共生单元、中小企业竞合共生模式和中小企业竞合共生环境；二是介绍了中小企业竞合共生的基本原理：中小企业竞合共生能量选择机制、中小企业竞合共生界面选择机制以及中小企业竞合共生系统共进化机制；三是介绍了共生理论的基本分析方法：共生度分析方法、共生界面分析方法和共生模式分析方法。它们是本文用以研究中小企业竞合共生关系的基础。
第三章首先对本文的研究对象进行了界定,主要是从质的角度进行了界定：相对于大企业而言经营规模比较小、在本行业中不居于市场主导地位以及竞争能力比较薄弱的经济单位。然后对中小企业的有关理论：中小企业存在理论、中小企业发展理论、中小企业竞争理论以及中小企业竞争合作理论进行了综述。最后对中小企业竞合共生的源动力进行了分析,本研究认为,促进中小企业竞合共生的主要源动力是：一是共生能破解中小企业的资源瓶颈；二是共生可以分散或降低企业风险；三是共生可以降低企业交易费；四是共生可以促进企业产生合作效应；五是合作共生是中小企业发展的必然性选择。
第四章首先对中小企业形成共生的条件进行了分析,通过分析笔者认为,企业间形成共生关系必须满足：一是个体企业间必须存在某种联系；二是必须要有可以进行相互交流的媒介或者说共同的语言；三是企业间的合作必须能够产生合作剩余；四是必须能够建立某种稳定的交流方式(模式)。然后对中小企业的竞合对象进行了界定,本文主要将与中小企业可能发生竞合关系的特定群体作为研究对象,即：买方(供应商)、卖方(销售商和消费者)、互补品生产商以及同行业竞争者。然后对中小企业与各竞合体间共生能量的产生过程进行了分析：一是在中小企业与供方之间,如果他们间合作成本的减少大于企业直接进行市场交易时所获得的利润增值时,中小企业与供方之间将会产生合作剩余,满足合作共生的能量条件；二是在中小企业与买方之间,如果合作成本小于企业的营销费用时,中小企业与买方之间将出现合作剩余,满足合作共生的能量条件；三是中小企业与同行业竞争者之间,如果它们的市场竞争能力和企业问相互影响的程度都比较强时,能够产生较大的合作剩余,满足合作共生的能量条件；四是中小企业与互补品生产者之间,如果彼此在市场上的表现相互影响的程度较深时,将产生合作剩余,满足合作共生的能量条件。然后对中小企业竞合共生关系的对象选择进行了分析,本文主要从两个方面进行了分析：一是在不完备信息下的对象选择,中小企业采用竞争性机制进行选择：在所有备选企业中选择最符合共生条件的企业作为竞合共生对象；二是在完备信息下的对象选择,中小企业采用非竞争性机制进行选择：当企业间有亲缘关系即属于同类企业时,采用亲近度进行选择,如果企业间越亲近则越容易形成共生关系；当企业间没有亲缘关系只有相关关系时,采用关联度进行选择,企业间的业务往来越紧密,则越容易形成共生关系。然后对中小企业竞合共生关系的发展方向进行了分析,笔者认为如果在所形成的中小企业竞合共生系统中,参与企业的数量增加不会影响整体合作效益时,将会首先考虑扩大共生系统的企业规模,如果当参与企业的增加会影响到共生系统的整体效益时,将会选择在共生系统中努力进行功能的提升。最后对环境对共生关系的影响进行了分析,笔者认为,为了保证中小企业竞合共生系统的健康、稳定、持续的发展,应努力改善、创造适于企业发展的政治环境、经济环境、社会环境、技术环境、人力资源环境、自然环境等。
第五章将共生理论的共生模式分析方法应用到中小企业竞合共生的研究当中。笔者将中小企业竞合共生模式分成两个维度：中小企业竞合共生的组织维度和中小企业竞合共生的行为维度进行分析,而中小企业竞合共生的组织维度又分为：点共生模式、间歇共生模式、连续共生模式以及一体化共生模式,中小企业竞合共生的行为维度分为：寄生模式、偏利共生模式、非对称互惠共生模式以及对称性互惠共生模式。笔者认为,中小企业的竞合共生模式所体现出的任何一种形态都是由组织维度和行为维度共生决定的,因此,中小企业的竞合共生模式的表现形态可组合成十六种状态,而这十六种状态体现在中小企业共生的基本形态中。笔者认为中小企业的竞合共生的基本形态可以从三个方面来进行划分：一是按照企业规模来划分：大企业-大企业、大企业-中小企业以及中小企业-中小企业；二是按照共生机制来划分：市场制、中间性体制和科层制；三是按照企业间共生网络结构来划分：资源型、平等型、依托型以及虚拟型。最后通过对中小企业与各竞合体形成共生关系的特性分析可以确定：一是中小企业与供方间可形成：非对称性互惠连续共生模式或对称性互惠连续共生模式,属于中间性体制中的供应链准一体化；二是中小企业与买方间可形成：非对称性互惠连续共生模式或对称性互惠连续共生模式,属于中间性体制中的供应链准一体化、外包或下包制、供应链准一体化或硅谷的“模块化”；三是中小企业与同行竞争对手间可形成：对称性互惠间歇共生和对称性互惠连续共生,属于中间性体制中的战略联盟；四是中小企业与互补品生产商间可形成：偏利性间歇共生、互惠性连续共生,属于供应链准一体化。
第六章研究了中小企业竞合共生进化。首先分析了中小企业竞合共生模式的动态演变过程,中小企业竞合共生模式是从点共生向一体化共生方向进化的,在这个进化的过程中经历了寄生、偏利共生向互惠共生转化,其最理想的状态是对称性一体化共生。然后对中小企业的竞合共生关系的进化阶段进行了分析,笔者认为中小企业竞合共生关系经历了：亲缘共生、业缘共生、地缘共生及网络共生等四个阶段,中小企业竞合共生关系就是从最初的最简单的亲缘共生关系开始,而后随着社会的进步和市场经济的发展一步一步向最复杂最高级的网络共生方向发展的,当然这四个阶段性的共生关系也不是彼此独立的而是经常在现实中共同存在。最后是对中小企业的竞合共生途径提出了笔者的一些指导性意见,笔者提出了四种实现中小企业共生合作的路径：一是中小企业自我促进实现竞合共生；二是中小企业通过中间组织的协调实现竞合共生；三是中小企业通过嵌入性生产实现竞合共生；四是中小企业通过政府引导实现竞合共生。
第七章首先对全文进行了总结,尽管中小企业在其成长的过程中存在着许多困难,但只要制定好正确的成长战略,选择正确的竞合共生成长模式,选择一条符合自身特点的成长路径,就会实现企业的持续、稳定的发展。然后进行了展望,希望能把中小企业放在一个更大的共生系统中去研究,构建一个全要素的中小企业共生成长模型。本文的研究为中小企业的研究提供了一个新的视角,丰富了中小企业成长的研究体系,对促进中小企业的发展具有一定的指导意义和理论价值。
As the most energetic economic power nowadays in the world, the small and medium sized enterprises (SMEs) grow rapidly in many countries, and have shown their surprising vigor and strong vitality. However, with economic globalization and economic growth in China, the enterprises are exposed to a severe competition at home and abroad brought by international labor division and advanced technology. Facing the complicated and changeable environment world widely, more and more SMEs come to realize that it is hard to survive and develop in such a rapidly-changing market just relying on their own capability, and thus it is urgent to adjust their develop strategies. The relation among enterprises transforms from simple competition to competition—cooperation. The new strategy of competition-cooperation means that the relation between enterprises and their related groups such as supplier, consumers, peer competitors, and complementary products suppliers, has become to be a complicated game with competition and cooperation as well. The new relation can be considered as an intergrowth, which makes impact not only on the performance and competitive advantages of dominant enterprise, but also on the behavior, benefits and environment of other enterprises in the intergrowth pattern. The major question that will be solved in the paper is to find an effective way to set up a best intergrowth pattern of SMEs by analyzing their inner energy of intergrowth. On the basis of intergrowth theory, this paper will discuss the growth of SMEs in a way of competition-cooperation.
Chapter1introduces the significance of the topic, and summarizes the intergrowth theory and literature about the growth of SMEs in competition-cooperation, so as to provide theoretical basis to the paper.
Chapter2defines the "competition-cooperation intergrowth of SMEs" as a cooperation relation between SMEs and their partners in the form of intergrowth. Then, it introduces the theory and principles about intergrowth, and applies it to explain the competition-cooperation relation among SMEs:firstly, it confirms the components, unit, pattern and environment of the intergrowth of SMEs; secondly, it introduces the primary principles of the intergrowth of SMEs:intergrowth energy choice mechanism of SMEs, intergrowth interface choice mechanism of SMEs, and intergrowth evolvement of SMEs; thirdly, it introduces analytical methods of intergrowth theory:intergrowth degree analysis, intergrowth interface analysis and intergrowth pattern analysis, which provide the basis to the research of SMEs intergrowth.
Chapter3defines the research objective mainly from the angle of quality: comparing big enterprises, SMEs is small in their business scales, lack of a major share in market, and weak in the competitions. Then it makes a summary on the theories concerning SMEs, including existence theory, development theory, competition theory, and competition-cooperation theory. Finally, it analyses the energy resource of SMEs intergrowth in following five aspects:(1) intergrowth may help SMEs get through the bottle-neck in the process of development;(2) intergrowth may lower the risk of SMEs;(3) intergrowth may decrease the trade cost of SMEs;(4) intergrowth may promote the cooperation among SMEs;(5) intergrowth is the best the choice for the ucvelopment of SMEs.
Chapter4analyses the condition of the SMEs intergrowth, and finds that there are four necessary conditions to realize the intergrowth of SMEs as follows:firstly, there should be some links existing between enterprises; secondly, an interface (i.e. common language) is needed for communication;(3) there should be surplus in the cooperation of enterprises;(4) it need a stable communication pattern. The paper takes the specific groups that may have a competition-cooperation relation with SMEs as research targets, such as buyers (suppliers), sellers (distributors and consumers), complementary product suppliers and peer competitors. Then it analyses the conditions that can result in energy is the process of intergrowth between SMEs and their partners:firstly, the energy will be produced when there is a surplus resulting from the cooperation between SMEs and suppliers, i.e., the decrease of cooperation cost between SMEs and suppliers is more than profit increment in the direct market trades earned by enterprises; secondly, the energy will be produced when there is a surplus resulting from the cooperation between SMEs and buyers, i.e., the cooperation cost between SMEs and buyers is smaller than the possible marketing expenses of enterprises; thirdly, the energy will be produced when there is a big surplus resulting from the cooperation between SMEs and peer competitors, i.e., the competitive capability and interactive impact of SMEs and their peer competitors are quite strong; fourthly, the energy will be produced when there is a surplus resulting from the cooperation between SMEs and complementary product suppliers, i.e., there is a strong interactive influence on market performance between SMEs and complementary product suppliers. It also makes analysis on the choice of intergrowth partners from two aspects:firstly, SMEs choose intergrowth partners with competitive mechanism when information is incomplete, i.e. choose the one that meet the demand of intergrowth best; secondly, SMEs choose intergrowth partners with non-competitive mechanism when information is complete, i.e. choose partners according to the similarity degree or correlation degree of SMEs with the candidate enterprises. The higher the degrees of enterprises are, the more likely to become intergrowth partners. Then it indicates that enterprises scale in the intergrowth system can be expanded, when the number of participated enterprises in the intergrowth systems will not influence overall cooperation performance; when the increase of participated enterprises in the intergrowth systems will influence overall cooperation performance, the function of enterprises should be enhanced in the system. Finally, it emphasizes that favorable political, economic, social, technological, human resource and natural environment shall be guaranteed for the stable and sustainable development of SMEs intergrowth systems.
Chapter5makes analysis on the organization and behavior of the SMEs intergrowth on the basis of intergrowth pattern analytical method. The organization model of SMEs includes point symbiosis, intermittent symbiosis, continuous symbiosis, and integrated symbiosis. The behavior model of SMEs includes parasitic intergrowth, commensalism, asymmetric mutualism, and symmetric mutualism. Decided by the organization and behavior of SMEs intergrowth, the intergrowth has totally16models in line with the different combination of organization and behavior models. The intergrowth models may be categorized by three ways:firstly, in accordance with the size of enterprises, they are big-big enterprises model, big-medium enterprises model, SME-big enterprises model; secondly, in accordance with intergrowth mechanism, they are market mechanism, middle mechanism and bureaucracy; thirdly, in accordance with the network structure of intergrowth, they are resource model, equality model, support model and virtual model. The appropriate models that SMEs may choose are as follows: firstly, the intergrowth between SMEs and suppliers is asymmetric or symmetric mutualism continuous model, with integration of supply chain in the middle model; secondly, the intergrowth between SMEs and buyers is asymmetric or symmetric mutualism continuous model, with integration of supply chain, outsourcing, and modularization of silicon valley in the middle model; thirdly, the intergrowth between SMEs and peer competitors is intermittent or continuous symmetric mutualism model, with strategic alliance in the middle model; fourthly, the intergrowth between SMEs and complementary product suppliers is intermittent commensalism model and continuous mutualism model, with integration of supply chain in the middle model.
Chapter6focuses on the analysis of the intergrowth evolvement of SMEs. It firstly analyses the dynamic intergrowth evolvement process of SMEs, in which the intergrowth evolves from point intergrowth to integrated intergrowth by transforming from parasitism, commensalism to mutualism, and the best model is symmetric integrated intergrowth. Then it indicates the four phases of SMEs intergrowth evolvement from the simplest from to the most complicated one:kinship intergrowth, vocational intergrowth, geographical intergrowth and network intergrowth. And the four phases are not independent from each other, but exist together very often. Finally, it proposes four possible ways to realize the intergrowth of SMEs as follows: elf-promotion of SMEs, coordination from middle organizations, embedded production of SMEs into their partners, and leading from government.
Chapter7makes a summary on the paper. Although there are many difficulties faced by SMEs in the process of their development, SMEs can growth in a stable and sustainable way as long as they find a proper intergrowth model and make development strategies accordingly. An overall-element intergrowth patterned is expected to be created by studying SMEs in a larger intergrowth system. The paper shows a new angel of research on SMEs, enriches the content of SMEs growth studies, and contributes theoretically to the development of SMEs.
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