首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
• Look at the statements below and at the five extracts from an article about the relationship between strategic alliances and o
• Look at the statements below and at the five extracts from an article about the relationship between strategic alliances and o
admin
2013-02-14
41
问题
• Look at the statements below and at the five extracts from an article about the relationship between strategic alliances and organizational learning.
• Which article (A, B, C, D or E) does each statement 1—8 refer to?
• For each statement 1—8, mark one letter (A, B, C, D or E) on your Answer Sheet.
• You will need to use some of these letters more than once.
A
All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Defining the legal framework of the alliance is only the beginning of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners’ initial agreement on the choice of alliance vehicle (e. g. cross-licensing, technology development pact, joint venture, equity sharing).
B
Successful alliance planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliance’s shared goals with all key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firm’s core competencies in ways that could ultimately damage the firm’s long-term competitiveness. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner.
C
Managers often herald the consummation of an alliance agreement as the final outcome of intensive negotiations between the partners. For many types of strategic alliances (e. g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance operations commence. The finer details of the alliance’s framework entail continuous negotiations with the partner. Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly related to how well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document.
D
Smooth implementation to facilitate learning requires all levels of management to work on developing "alliance protocols" that enable careful knowledge creation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliance’s managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is important to maintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalued. Protocols are instrumental in setting up the mental "parameters" that limit what partners can ask from one another in terms of what constitute proprietary vs. non-proprietary technologies or processes. Protocols provide an "invisible fence" that defines the boundaries between cooperation and competition.
E
Strategic alliances can help firms transform their core businesses and activities by helping management secure access to new technologies, insights and skills that other firms may possess. Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units or activities that are costly to retain. In non-core businesses, alliances can help reduce the cost of industry exit and corporate restructuring.
All key parameters of an alliance relationship have to be planned comprehensively.
选项
答案
A
解析
转载请注明原文地址:https://kaotiyun.com/show/uX7d777K
本试题收录于:
BEC高级阅读题库BEC商务英语分类
0
BEC高级阅读
BEC商务英语
相关试题推荐
WhattypeofbusinessisMegan’sThreads?
Lookatthegraphic.Whichcellphoneplanwillthemanmostlikelychoose?
Saywhatyouwant—strong明确表示自己所需
DoyouthinkthattheInternetisaneffectivechannelformarketingacompany’sproducts?
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.
Theinterlocutorasksyouquestionsonanumberofwork-relatedandnonwork-relatedsubjects.
•YouwillheararadiointerviewbetweenawomanjournalistandMichaelDell,ChairmanofDellInc.andhisnewCEO,KevinRolli
AahumanresourcesmanagerBawholesalerCasoftwareengineerDanemployeeincustomerservicedepartment
•Readthetextbelowaboutthelogistics.•Inmostofthelines41-52thereisoneextraword.Itiseithergrammaticallyinco
•Readthetextbelowabouttelevisionnetwork.•Inmostofthelines41—52thereistoneextraword.Itiseithergrammatically
随机试题
患者半年前始觉下肢乏力,渐致不能任地,腰脊疲软,头晕耳鸣,口舌干燥,舌红少苔,脉沉细数,应选何方治疗
患者,男,67岁。有慢性胃病病史,近半年来食欲差,伴头晕,乏力。查:血红蛋白70g/L,红细胞1.8×1012/L,白细胞8×109/L,血清铁1000μg/ml。查体:贫血貌,牛肉舌,淋巴结及肝、脾均不大。该患者最可能的诊断是
环境的自净作用有三大作用方式,即
从疾病监测的角度,常规传染病报告属于
A.缩窄性心包炎B.心力衰竭C.肺动脉高压D.二尖瓣脱垂综合征E.二尖瓣狭窄
进食调节包括
患者女,48岁。发现右侧乳房内无痛性肿块1个月。体检:右侧乳房外上象限可扪及一直径约为5cm的肿块,表面不平滑,边界不清,质地硬;局部乳房皮肤凹陷呈酒窝征,同侧腋窝可扪及2个肿大的淋巴结,可被推动,经活组织病理学检查证实为乳癌,拟行乳癌改良根治术。
数据透视表不仅能够按照改变后的版面布局自动重新计算数据,而且能够根据更改后的原始数据或数据源来刷新计算结果。()
【2015.陕西汉中】下列关于遗忘规律表达不正确的是()。
中华文化有四个特点:统一性、连续性、多样性和__________。(对外经济贸易大学2016)
最新回复
(
0
)