价值网络中不同竞合结构下的关系治理模式及绩效研究
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摘要
组织处于包含竞争者、供应方、买方和利益相关者的价值网络中。同时，组织与它们中的一些成员形成了一种既有竞争又有合作称之为竞合的互动关系，即相互合作以共同创造价值，同时相互竞争以分割价值，竞合关系本质上是参与者相互间的竞争和合作发生于同一时间的一类组织间关系。
随着世界进入知识经济时代，组织生存于中的环境日益变化和不确定，很少有组织能独自拥有应对内外诸多不确定因素的所有资源,组织需要更多地通过与外部组织合作来寻求互补性资源及共同从事某项活动，以实现目标利益及增强竞争力。同时研究也表明不论是否建立在竞争者之间，很多合作关系在一段时间后以失败告终。
组织之间“需要合作但难以合作”的两难困境促使很多学者探讨合作伙伴的选择及组织间关系的治理以改善合作关系。但现有研究存在着一些进一步发展的机会,例如:（1）现有的竞合研究似乎忽略了区分比较组织和竞争者形成的竞合关系与组织和价值链上成员形成的竞合关系的异同;（2）目前对竞争对手之间的合作关系的研究更多地是基于“我们来自五湖四海，为了一个共同的利益目标走到一起来了”的追求共同利益的部分，而忽略了“当走到一起的目标实现后，我们还会回到五湖四海”的个体利益最大化的本质，即没有深刻地揭示和响应于价值网络中两类不同的竞合所代表的两类不同性质的矛盾：“合作是暂时的，竞争是永久的”；和“合作和竞争均衡时，合作是可以长久的”；（3）目前对价值链成员之间合作关系的治理主要关注于合同治理及关系治理，似乎缺乏探讨在法律和关系之间的制度化治理。
为了弥补这些研究不足，本研究着眼于价值网络，探讨主体组织与价值网络成员形成的两类不同结构的竞合关系及其治理问题，这两类不同结构的竞合关系分别为：（1）横向竞合关系，即主体组织与竞争者形成的竞合关系；（2）纵向竞合关系，即主体组织与价值链成员形成的竞合关系，进一步可划分为组织与渠道成员的竞合关系和组织与供应链成员的竞合关系。具体来说，本研究包含三个研究问题：第一，不同结构的竞合关系之间在哪些方面存在显著差异？第二，基于不同竞合结构之间的差异性，如何构建关系治理绩效评估指标，如何选择或构建不同的治理机制以设计相应的治理模式，从而实现主体组织对关系价值的期望目标？第三，从交换的视角来看，纵向关系在兼含经济交换和社会交换的特性方面相似于层级组织，是否可以参考层级组织中制度化治理方式，在主体组织注重关系建设的前提下，构建实施制度化的治理机制，从而更好地发挥合作关系的功能和优化纵向关系经济绩效？
本研究基于对现有文献的广泛和深入的学习，将竞合理论与组织间关系理论相结合，运用交易成本、资源、知识、博弈及社会交换等理论思想，对上述三个问题进行了深入研究，并选择美国、欧洲和亚太地区的组织进行了问卷调查，应用SPSS15和AMOS7对数据进行了统计分析，所获得的的研究实证结果及创新发现如下：
（1）在竞争者之间的竞合与价值链成员之间的竞合关系比较方面
通过研究我们发现，价值网络中横向竞合关系和纵向竞合关系这两种不同结构的竞合关系在影响关系的重要因素方面存在着显著的不同。这些因素包括了动机、关系目标、价值创造和价值分割的互动过程等方面。例如，在形成竞合关系的动机方面:主体组织与竞争者之间的合作是为了获得自身所缺乏的、而在短期内又难以从组织内部发展起来的资源包括知识和特定的能力。而主体组织与价值链上成员之间的合作动机是基于组织业务策略和战略策略的考虑，将价值链上一部分价值模块外包。这些研究结果将为价值网络中不同结构竞合关系的治理研究奠定基础。
（2）在价值网络中不同结构竞合关系的治理方面
本研究提出了针对价值网络的“竞合结构-治理模式-治理绩效”的S-G-P理论框架，基于美国、欧洲和亚太地区167组织的近500份样本数据，进行了实证研究。本研究探讨了针对价值网络中两类不同结构的关系，如何构建关系治理绩效评估指标，如何选择或构建治理机制以设计相应的治理模式，从而实现主体组织对关系价值的期望目标。我们发现,两种竞合结构所要求的治理模式显著不同。例如：针对主体组织的战略目标，对于组织与竞争者之间的竞合关系，组织采用的“知识获取”治理机制正向影响主体组织对合作关系战略目标价值实现的满意度；而对于组织价值链上成员之间的竞合关系，组织采用含“伙伴选择”及“关系契约”治理机制的复合模式，各治理机制正向影响主体组织对合作关系战略目标价值实现的满意度。如果针对主体组织的效用目标，对于组织与竞争者之间的竞合关系：企业采用含“伙伴选择”、“正式契约”及“关系契约”治理机制的复合模式，各治理机制正向影响主体组织对合作关系的效用目标价值实现的满意度；而对于组织与价值链上成员之间的竞合关系，企业采用含“伙伴选择”及“关系契约”治理机制的复合模式，各治理机制正向影响主体组织对合作关系的效用目标价值实现的满意度。
（3）以渠道为例的纵向竞合关系治理方面
针对纵向竞合关系一类的主体组织与渠道之间的竞合关系，探讨了在主体组织注重关系建设的前提下，如何构建包括明确成文的规则和未明确成文的惯例等制度化成分的治理模式，以更好地发挥渠道的功能从而最大化渠道关系治理的经济绩效。我们发现委托方所采取的不同治理机制将会对代理方的角色绩效有不同的影响，而这种影响将会受到代理方“非经济满意度”的调节。具体来说委托方采用“非强制影响”治理机制正向影响代理方的角色绩效；采用“渠道规则执行”治理机制负向影响代理方的角色绩效；采用“业务能力选择”治理机制正向影响代理方的角色绩效；而以代理方“非经济满意度”所代表的关系质量对“非强制影响”治理机制影响绩效的效果有负向调节作用、对“渠道规则执行”影响绩效的效果有正向调节作用。
尽管价值网络中不同结构竞合关系的比较及相应治理模式的研究是探索性工作，课题所涉及的问题较多也较为复杂，但经过分析，本论文将研究内容集中于围绕“竞合结构->治理模式->治理绩效”的主线逐步深化。该主线具有一定的理论突破价值和现实意义，它丰富了对价值网络中竞合关系和组织间关系治理的研究探讨，同时也对组织形成其竞合关系的战略决策过程、以及形成关系后进行有效治理的实践活动提供了一些理论指导，从而为组织通过形成竞合关系并对其有效治理、以实现其经济目标和建设核心能力提供了新的理论视角，也为将来的进一步研究打下了基础。在论文写作过程中，注意展示主要探索工作，在一定程度上把握了论文的范围和深度，但因各种因素限制，全文仍存在诸多不足，第七章对不足进行了反省并对将来的研究进行了展望。
The organization today is embedded in its value-net consisting ofcompetitors, suppliers, channel members or customers and stakeholders etc.And the organization would form with some of them the coopetitionrelationship-the type of relationship in which the competition andcooperation exist simultaneously, i.e, participants of the relationshipcooperate to create value and in the mean time compete to appropriate thevalue. Coopetition relationship by its nature is a type of inter-firmrelationship, given the competition and cooperation are bound to occursimultaneously.
With the world entering into the knowledge economy era, the environmentin which the organization exists is constantly changing and with uncertainty,each organization has its own knowledge structure, none could possesses allthe resources to respond to all the internal and external changes anduncertainties, the organization needs to seek for complimentary resources,capabilities or market power through cooperating with externalorganizations, to work on specific projects and realize its targeted andenhance its competence.
In the mean time, the research indicated that many cooperationrelationship, either between competitors or between value chain members,failed after certain period time.
The dilemma of “Need to Cooperate but difficult to Cooperate” havemotivated many researchers focusing on the partner selection and inter-firmrelationship governance, aimed at improving the effectiveness of theinter-firm relationship. But still there exist plenty of opportunities to further develop within this domain, for example,(1) Seems the extant studyneglected to some extent the compare between the coopetition betweencompetitors and coopetition between value chain members in their commons anddifferences;(2)the existing study on the cooperation between competitorsis more focused on the side of cooperation pursuing the common benefits of“we come from different background to work together to achieve our commongoals”, but neglected the other side of the coin for each competitor to pursueits individual interest to maximize its individual gain of“I will returnto where I was from after the goals are achieved”, which resulted that theexisting research on coopetition does not reveal profoundly and respond tothe two different type of subjects represented by the two different type ofcoopetition in the value-net, ie,“Cooperation is temporary and thecompetition is permanent”；and“When reaching equilibrium, the cooperationcould last long term”;(3)The extant study on governance of inter-firmrelationship between value chain members is more focused on the contractgovernance and relationship governance, seems in lack of study on governancemechanism between hard end of law enforcement and soft end of relationshipadvocacy.
To improve the above mentioned areas, this study focuses on exploring thetwo difference structures of coopetition, formed by the focal organizationwith its value-net members, and their respective governance. The twodifferent structure coopetition are:(1)The horizontal coopetitionrelationship, which is formed between the focal firm and itscompetitors;(2)The vertical coopetition relationship, which is formedbetween the focal firm and its value chain members including the channelmembers and the supply chain members.
In summary, there are three research questions in this paper, the first is “what are the major difference between the two difference structures ofcoopetition?”, the second is “based on the identified differences, how toconstruct the measurement on the relationship governance performance, howto select or design the different governance mechanism so to construct thegovernance model to realize the value the firm expects to acquire from therelationship?”, the third is “From the exchange perspective, verticalexchange is similar to intra-firm exchange which has both economic exchangeand social exchange， if we could imitate the governance mechanism ofinstitutionalization used in hierarchical organization to implement it inthe vertical coopetition relationship, to optimize the economic output fromthe vertical coopetiton relationship?”.
Based on the comprehensive study of existing literatures, integrating thetheoretical and empirical research on coopetition and on inter-firmrelationship governance, and utilizing the concepts in transaction cost,resources, knowledge, exchange and gaming etc theories, this paper conductsprofound study on the above three questions, through selecting organizationin US, Europe and Asia to collect answers to questionnaires and applying SPSS15and AMOS7to process with the statistical analysis, this paper obtainedthe following conclusions and breakthrough,
（1）In comparison of the coopetition between competitors with thecoopetition between value chain members
Through the study we found there exist the apparent difference betweenthe two types of coopetition in the key factors impacting the relationshipperformance, these factors include the motivation, objectives andinteractive process to create and appropriate the value. For example, in theaspect of motivation to form the relationship, the focal firm forms thecoopetition with competitors because it wants to acquire the resources including the knowledge and specific capability etc, which the firm is inlack of and also difficult to develop within the firm itself. While the focalfirm forms the coopetition with value chain members because of its strategicplanning to develop strategic partners to outsource from which some valuemodules. These research will lay down the foundation for the further studyon the relationship governance with different type of coopetition in the valuenet.
(2) In the governance of different structures of coopetiton in thevalue-net
This paper proposes the framework of “Coopetiiton Structure-GovernanceModel-Governance Performance”(S-G-P), and conducted the empirical studybased on500questionnaire s collected from167organizations in US, Europeand Asia Pacific.
This paper explores, for the two different structures of coopetition inthe value-net, how to construct the measurement of the relationshipgovernance performance and how to select or construct the governancemechanism so to construct the governance model to realize the objectives ofthe focal firm.We found that the required governance models are apparentlydifferent for different structures of coopetition. For example：(1)For thestrategic objectives, the coopetition with competitors would require the“Knowledge Acquisition” governance mechanism, which positively impactsthe “Satisfaction with the Strategic Objective Realization” of the focalfirm; while the coopetition with value chain members would require the pluralmodel consisting of “Partner Selection” and “Relationship Contract”mechanisms, each of which positively impacts the “Satisfaction with theStrategic Objective Realization” of the focal firm;(2)For the utilityobjectives, the coopetition with competitors would require the plural governance model consisting of mechanisms of “Partner Selection”,“LegalContract” and “Relationship Contract”, while the coopetition with valuechain members would require the plural model consisting of mechanismsof“Partner Selection” and “Relationship Contract”.
(3) In the governance of vertical coopetition taking channel relationshipas the example
For the coopetition between focal firm and value chain partners, takingcoopetition with channel members as example, this paper studies how the focalfirm, based on the relationship building, constructs theinstitutionalization governance model consisting of elements of writtenrules and unwritten norms, so to optimize the effectiveness of the channel.We found the different governance mechanism adapted by the principal impactsthe agent’s role performance differently, and the impacts are moderated byagent’s “Non-economic satisfaction”. For example, the “Non-coerciveinfluence” by the principal positively impacts “Agent’s roleperformance”, but which effect is negatively moderated by “Agent’snon-economic satisfaction”; the “Channel rules enforcement” by principalnegatively impacts “Agent’s role performance”, but which effect ispositively moderated by ““Agent’s non-economic satisfaction”, and the“The capability selection” by the principal positively impact “Agent’srole performance”.
Although the exploratory work for comparing between two structures ofcoopetition and their governance involves numerous aspects and is complicatedto some extent, through analysis, the study focuses on the main steam of“Coopetition Structure->Governance Model->Governance Performance”, andgradually moves to next level down. This main stream representrs sometheoretical breakthrough also is meaningful for management pratice. It contributes to some extent to both the theoretical research on the coopetitionin the value-net and the inter-firm relationship governance, it alsofacilitates the organization in its practice of strategic planning processto form the coopetition relationship and effective governance of therelationship, which provides to some extent the new perspective for theorganization to realize its economic objectives and build up its corecompetence through forming the coopetition relationship and governing iteffectively. Through above work, the study establishes the foundation to someexent for the further study with the subject, and also the authors achievesto control the scope and depth of the paper by focusing on displaying themajor exploratory work. But limited by various factors, there are stillvarious shortfalls in the study and paper, the last section of the paper doesreflection on the shortfalls and gives outlook for the future endeavor.
随着世界进入知识经济时代，组织生存于中的环境日益变化和不确定，很少有组织能独自拥有应对内外诸多不确定因素的所有资源,组织需要更多地通过与外部组织合作来寻求互补性资源及共同从事某项活动，以实现目标利益及增强竞争力。同时研究也表明不论是否建立在竞争者之间，很多合作关系在一段时间后以失败告终。
组织之间“需要合作但难以合作”的两难困境促使很多学者探讨合作伙伴的选择及组织间关系的治理以改善合作关系。但现有研究存在着一些进一步发展的机会,例如:（1）现有的竞合研究似乎忽略了区分比较组织和竞争者形成的竞合关系与组织和价值链上成员形成的竞合关系的异同;（2）目前对竞争对手之间的合作关系的研究更多地是基于“我们来自五湖四海，为了一个共同的利益目标走到一起来了”的追求共同利益的部分，而忽略了“当走到一起的目标实现后，我们还会回到五湖四海”的个体利益最大化的本质，即没有深刻地揭示和响应于价值网络中两类不同的竞合所代表的两类不同性质的矛盾：“合作是暂时的，竞争是永久的”；和“合作和竞争均衡时，合作是可以长久的”；（3）目前对价值链成员之间合作关系的治理主要关注于合同治理及关系治理，似乎缺乏探讨在法律和关系之间的制度化治理。
为了弥补这些研究不足，本研究着眼于价值网络，探讨主体组织与价值网络成员形成的两类不同结构的竞合关系及其治理问题，这两类不同结构的竞合关系分别为：（1）横向竞合关系，即主体组织与竞争者形成的竞合关系；（2）纵向竞合关系，即主体组织与价值链成员形成的竞合关系，进一步可划分为组织与渠道成员的竞合关系和组织与供应链成员的竞合关系。具体来说，本研究包含三个研究问题：第一，不同结构的竞合关系之间在哪些方面存在显著差异？第二，基于不同竞合结构之间的差异性，如何构建关系治理绩效评估指标，如何选择或构建不同的治理机制以设计相应的治理模式，从而实现主体组织对关系价值的期望目标？第三，从交换的视角来看，纵向关系在兼含经济交换和社会交换的特性方面相似于层级组织，是否可以参考层级组织中制度化治理方式，在主体组织注重关系建设的前提下，构建实施制度化的治理机制，从而更好地发挥合作关系的功能和优化纵向关系经济绩效？
本研究基于对现有文献的广泛和深入的学习，将竞合理论与组织间关系理论相结合，运用交易成本、资源、知识、博弈及社会交换等理论思想，对上述三个问题进行了深入研究，并选择美国、欧洲和亚太地区的组织进行了问卷调查，应用SPSS15和AMOS7对数据进行了统计分析，所获得的的研究实证结果及创新发现如下：
（1）在竞争者之间的竞合与价值链成员之间的竞合关系比较方面
通过研究我们发现，价值网络中横向竞合关系和纵向竞合关系这两种不同结构的竞合关系在影响关系的重要因素方面存在着显著的不同。这些因素包括了动机、关系目标、价值创造和价值分割的互动过程等方面。例如，在形成竞合关系的动机方面:主体组织与竞争者之间的合作是为了获得自身所缺乏的、而在短期内又难以从组织内部发展起来的资源包括知识和特定的能力。而主体组织与价值链上成员之间的合作动机是基于组织业务策略和战略策略的考虑，将价值链上一部分价值模块外包。这些研究结果将为价值网络中不同结构竞合关系的治理研究奠定基础。
（2）在价值网络中不同结构竞合关系的治理方面
本研究提出了针对价值网络的“竞合结构-治理模式-治理绩效”的S-G-P理论框架，基于美国、欧洲和亚太地区167组织的近500份样本数据，进行了实证研究。本研究探讨了针对价值网络中两类不同结构的关系，如何构建关系治理绩效评估指标，如何选择或构建治理机制以设计相应的治理模式，从而实现主体组织对关系价值的期望目标。我们发现,两种竞合结构所要求的治理模式显著不同。例如：针对主体组织的战略目标，对于组织与竞争者之间的竞合关系，组织采用的“知识获取”治理机制正向影响主体组织对合作关系战略目标价值实现的满意度；而对于组织价值链上成员之间的竞合关系，组织采用含“伙伴选择”及“关系契约”治理机制的复合模式，各治理机制正向影响主体组织对合作关系战略目标价值实现的满意度。如果针对主体组织的效用目标，对于组织与竞争者之间的竞合关系：企业采用含“伙伴选择”、“正式契约”及“关系契约”治理机制的复合模式，各治理机制正向影响主体组织对合作关系的效用目标价值实现的满意度；而对于组织与价值链上成员之间的竞合关系，企业采用含“伙伴选择”及“关系契约”治理机制的复合模式，各治理机制正向影响主体组织对合作关系的效用目标价值实现的满意度。
（3）以渠道为例的纵向竞合关系治理方面
针对纵向竞合关系一类的主体组织与渠道之间的竞合关系，探讨了在主体组织注重关系建设的前提下，如何构建包括明确成文的规则和未明确成文的惯例等制度化成分的治理模式，以更好地发挥渠道的功能从而最大化渠道关系治理的经济绩效。我们发现委托方所采取的不同治理机制将会对代理方的角色绩效有不同的影响，而这种影响将会受到代理方“非经济满意度”的调节。具体来说委托方采用“非强制影响”治理机制正向影响代理方的角色绩效；采用“渠道规则执行”治理机制负向影响代理方的角色绩效；采用“业务能力选择”治理机制正向影响代理方的角色绩效；而以代理方“非经济满意度”所代表的关系质量对“非强制影响”治理机制影响绩效的效果有负向调节作用、对“渠道规则执行”影响绩效的效果有正向调节作用。
尽管价值网络中不同结构竞合关系的比较及相应治理模式的研究是探索性工作，课题所涉及的问题较多也较为复杂，但经过分析，本论文将研究内容集中于围绕“竞合结构->治理模式->治理绩效”的主线逐步深化。该主线具有一定的理论突破价值和现实意义，它丰富了对价值网络中竞合关系和组织间关系治理的研究探讨，同时也对组织形成其竞合关系的战略决策过程、以及形成关系后进行有效治理的实践活动提供了一些理论指导，从而为组织通过形成竞合关系并对其有效治理、以实现其经济目标和建设核心能力提供了新的理论视角，也为将来的进一步研究打下了基础。在论文写作过程中，注意展示主要探索工作，在一定程度上把握了论文的范围和深度，但因各种因素限制，全文仍存在诸多不足，第七章对不足进行了反省并对将来的研究进行了展望。
The organization today is embedded in its value-net consisting ofcompetitors, suppliers, channel members or customers and stakeholders etc.And the organization would form with some of them the coopetitionrelationship-the type of relationship in which the competition andcooperation exist simultaneously, i.e, participants of the relationshipcooperate to create value and in the mean time compete to appropriate thevalue. Coopetition relationship by its nature is a type of inter-firmrelationship, given the competition and cooperation are bound to occursimultaneously.
With the world entering into the knowledge economy era, the environmentin which the organization exists is constantly changing and with uncertainty,each organization has its own knowledge structure, none could possesses allthe resources to respond to all the internal and external changes anduncertainties, the organization needs to seek for complimentary resources,capabilities or market power through cooperating with externalorganizations, to work on specific projects and realize its targeted andenhance its competence.
In the mean time, the research indicated that many cooperationrelationship, either between competitors or between value chain members,failed after certain period time.
The dilemma of “Need to Cooperate but difficult to Cooperate” havemotivated many researchers focusing on the partner selection and inter-firmrelationship governance, aimed at improving the effectiveness of theinter-firm relationship. But still there exist plenty of opportunities to further develop within this domain, for example,(1) Seems the extant studyneglected to some extent the compare between the coopetition betweencompetitors and coopetition between value chain members in their commons anddifferences;(2)the existing study on the cooperation between competitorsis more focused on the side of cooperation pursuing the common benefits of“we come from different background to work together to achieve our commongoals”, but neglected the other side of the coin for each competitor to pursueits individual interest to maximize its individual gain of“I will returnto where I was from after the goals are achieved”, which resulted that theexisting research on coopetition does not reveal profoundly and respond tothe two different type of subjects represented by the two different type ofcoopetition in the value-net, ie,“Cooperation is temporary and thecompetition is permanent”；and“When reaching equilibrium, the cooperationcould last long term”;(3)The extant study on governance of inter-firmrelationship between value chain members is more focused on the contractgovernance and relationship governance, seems in lack of study on governancemechanism between hard end of law enforcement and soft end of relationshipadvocacy.
To improve the above mentioned areas, this study focuses on exploring thetwo difference structures of coopetition, formed by the focal organizationwith its value-net members, and their respective governance. The twodifferent structure coopetition are:(1)The horizontal coopetitionrelationship, which is formed between the focal firm and itscompetitors;(2)The vertical coopetition relationship, which is formedbetween the focal firm and its value chain members including the channelmembers and the supply chain members.
In summary, there are three research questions in this paper, the first is “what are the major difference between the two difference structures ofcoopetition?”, the second is “based on the identified differences, how toconstruct the measurement on the relationship governance performance, howto select or design the different governance mechanism so to construct thegovernance model to realize the value the firm expects to acquire from therelationship?”, the third is “From the exchange perspective, verticalexchange is similar to intra-firm exchange which has both economic exchangeand social exchange， if we could imitate the governance mechanism ofinstitutionalization used in hierarchical organization to implement it inthe vertical coopetition relationship, to optimize the economic output fromthe vertical coopetiton relationship?”.
Based on the comprehensive study of existing literatures, integrating thetheoretical and empirical research on coopetition and on inter-firmrelationship governance, and utilizing the concepts in transaction cost,resources, knowledge, exchange and gaming etc theories, this paper conductsprofound study on the above three questions, through selecting organizationin US, Europe and Asia to collect answers to questionnaires and applying SPSS15and AMOS7to process with the statistical analysis, this paper obtainedthe following conclusions and breakthrough,
（1）In comparison of the coopetition between competitors with thecoopetition between value chain members
Through the study we found there exist the apparent difference betweenthe two types of coopetition in the key factors impacting the relationshipperformance, these factors include the motivation, objectives andinteractive process to create and appropriate the value. For example, in theaspect of motivation to form the relationship, the focal firm forms thecoopetition with competitors because it wants to acquire the resources including the knowledge and specific capability etc, which the firm is inlack of and also difficult to develop within the firm itself. While the focalfirm forms the coopetition with value chain members because of its strategicplanning to develop strategic partners to outsource from which some valuemodules. These research will lay down the foundation for the further studyon the relationship governance with different type of coopetition in the valuenet.
(2) In the governance of different structures of coopetiton in thevalue-net
This paper proposes the framework of “Coopetiiton Structure-GovernanceModel-Governance Performance”(S-G-P), and conducted the empirical studybased on500questionnaire s collected from167organizations in US, Europeand Asia Pacific.
This paper explores, for the two different structures of coopetition inthe value-net, how to construct the measurement of the relationshipgovernance performance and how to select or construct the governancemechanism so to construct the governance model to realize the objectives ofthe focal firm.We found that the required governance models are apparentlydifferent for different structures of coopetition. For example：(1)For thestrategic objectives, the coopetition with competitors would require the“Knowledge Acquisition” governance mechanism, which positively impactsthe “Satisfaction with the Strategic Objective Realization” of the focalfirm; while the coopetition with value chain members would require the pluralmodel consisting of “Partner Selection” and “Relationship Contract”mechanisms, each of which positively impacts the “Satisfaction with theStrategic Objective Realization” of the focal firm;(2)For the utilityobjectives, the coopetition with competitors would require the plural governance model consisting of mechanisms of “Partner Selection”,“LegalContract” and “Relationship Contract”, while the coopetition with valuechain members would require the plural model consisting of mechanismsof“Partner Selection” and “Relationship Contract”.
(3) In the governance of vertical coopetition taking channel relationshipas the example
For the coopetition between focal firm and value chain partners, takingcoopetition with channel members as example, this paper studies how the focalfirm, based on the relationship building, constructs theinstitutionalization governance model consisting of elements of writtenrules and unwritten norms, so to optimize the effectiveness of the channel.We found the different governance mechanism adapted by the principal impactsthe agent’s role performance differently, and the impacts are moderated byagent’s “Non-economic satisfaction”. For example, the “Non-coerciveinfluence” by the principal positively impacts “Agent’s roleperformance”, but which effect is negatively moderated by “Agent’snon-economic satisfaction”; the “Channel rules enforcement” by principalnegatively impacts “Agent’s role performance”, but which effect ispositively moderated by ““Agent’s non-economic satisfaction”, and the“The capability selection” by the principal positively impact “Agent’srole performance”.
Although the exploratory work for comparing between two structures ofcoopetition and their governance involves numerous aspects and is complicatedto some extent, through analysis, the study focuses on the main steam of“Coopetition Structure->Governance Model->Governance Performance”, andgradually moves to next level down. This main stream representrs sometheoretical breakthrough also is meaningful for management pratice. It contributes to some extent to both the theoretical research on the coopetitionin the value-net and the inter-firm relationship governance, it alsofacilitates the organization in its practice of strategic planning processto form the coopetition relationship and effective governance of therelationship, which provides to some extent the new perspective for theorganization to realize its economic objectives and build up its corecompetence through forming the coopetition relationship and governing iteffectively. Through above work, the study establishes the foundation to someexent for the further study with the subject, and also the authors achievesto control the scope and depth of the paper by focusing on displaying themajor exploratory work. But limited by various factors, there are stillvarious shortfalls in the study and paper, the last section of the paper doesreflection on the shortfalls and gives outlook for the future endeavor.
引文
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