| With the development of socio-economic ,in all walks of life continue to emerge outof large-scale, technical complexity, high capital investment projects, to undertake such aproject can improve profitability and enhance their own reputation and ability, but because oftechnology, scale and cost reasons, the project established in the form of small and mediumenterprises are often unable to independently complete a project like the lack of economiesof scale is significantly less than compared to the SMEs and large enterprises has shown agreatCompared with large enterprises, resulting in the internal division and specialization ofthe size of the economic phase difference, the small and medium enterprises throughtechnical, financial, human resources cooperation form a dynamic alliance of a certain size,in the fierce market competition, looking for project opportunities at the same time, someprojects have the opportunity to compete with large enterprises. Project-oriented smallenterprises dynamic alliance to obtain and complete a large-scale projects, two or more smalland medium-sized enterprises or organizations, rely on the cooperation agreements or jointorganization and formed a network type of the Commonwealth . The dynamic alliance of thechief or the core enterprise by coordinating a variety of project resources required to makeup for the insufficient of itself and other small and medium enterprises, quickly convened, allSMEs to respond quickly to respond to component-oriented coalition in order to meet largeor The technical requirements of a more complex project resources, reduce wind in additionto and enhance the efficiency needs to consult decision-making, revenue sharing, the riskshared equally.The Market environment of rapid change, large enterprise projects are increasinglycomplex toward the technology, personnel requirements and demand of funds in thedirection, which makes one or two small and medium enterprises have not fully qualified forlarge enterprises outsourcing projects by a number of small and medium-sized jointenterprise of project-oriented dynamic alliance can precisely compensate for this lack ofsmall and medium enterprises in the Union by virtue of their respective advantages andcollaborate with each other during the project and complete complex projects at the sametime, cooperation in the formation of trust and a sense of understanding, You can also set up a more stable, long-term dynamic coalition. Project-oriented SMEs through cooperation inthe form of dynamic alliance between enterprises can be complementary talent, technology,equipment and all kinds of social resources, which can be done can not be solely responsiblefor the completed project opportunities. Project-oriented small and medium enterprisesdynamic alliance can be a strong complement of large enterprises, large enterprises, afundamental part of some large-scale projects can be handed over to some small and mediumenterprises with a certain strength to complete, and more time, talent in the new technologydevelopment and market expansion, saving resources into large enterprises, large enterprisesto enhance their core competitiveness. The same time, SMEs can also be fully integrated totheir own advantage, focus on the major resource development special ability to undertakethe project, which, in the fierce competition in the domestic and international marketplace. Related research and project-oriented small and medium enterprises dynamic allianceis rare, which is characterized mainly in the following areas:Firstly, research has accumulated more wealth of research for the selection andevaluation of dynamic alliance members, but in the performance evaluation of theproject-oriented enterprises dynamic alliance formation is slightly less, but on thisissue research is precisely to contribute to dynamic alliance found itself running.Secondly, Less systematic study of the project-oriented dynamic alliance operatingmechanism, especially the coordination of membership and the Union Stability and securityof research papers are rare, therefore, require a comprehensive study of the stable operationof the process of dynamic alliance a variety of internal and external factors, in order toensure healthy, stable and dynamic alliance, coordinated development and operation.Thirdly, a reasonable distribution of income is the key to stable operation of theproject-oriented small and medium enterprises dynamic alliance, the lack of a full analysis ofthe income distribution of project-oriented small and medium enterprises dynamic alliance,Ortega did not during the design of Union members of the income distributionmechanism fully take into account the risks this key element, the extent of members' effortsto consider is not detailed enough.Has not yet noticed from the governance structure perspective of the researchproject-oriented dynamic alliance governance issues, the dynamic alliance is running, thereare various problems which need to rely on the practical and useful governance mechanismto resolve the corporate governance structure theory, can help us study address these issues.In summary, the project-oriented SMEs in the face of the technical complexity of large scale pet, capital demand, and personnel requirements of large-scale projects of hightemporary combination of dynamic alliance for research, from project-oriented small andmedium-sized characteristics of enterprises and projects, combined with the theory ofdynamic alliance basis, focusing on project-oriented small and medium enterprises dynamicalliance building, the formation process and the operating mechanism after the formation ofits main research findings include:Firstly, analysis of project-oriented small and medium enterprises dynamic allianceconstitute the main features, as well as the main drivers of dynamic coalition formation,including effectively reduce costs, optimize resource allocation, improve competitivenessand efficiency to respond to market, and analyzes the relationship between alliancemembers On this basis, developed a project-oriented small and medium enterprises dynamicalliance construction principle, project-oriented SMEs form a dynamic alliance buildingprocess and adapt to operating conditions. The project itself is unique, the uniqueness of theproject market is also changing, dynamic alliance internal structure and external environmentis not fixed, but rather a dynamic network organizational structure, new project opportunitiesand can not be alone when the chief corporate dynamic alliance will be quickly set up torespond to the needs of the project when the project is completed, most of the dynamicalliance that dissolved. At the same time, the dynamic alliance in the process of completionof the project, its internal structure is not consistent, usually according to the owners of theproject needs change dynamic adjustment, therefore, has a strong dynamic. In addition, adifferent organizational model of the dynamic alliance a direct impact on its operationalmechanism and management in the form, that is, dynamic coalition must be built to adapt totheir organizational model.Secondly the research project-oriented small and medium enterprises dynamic allianceoperational issues, this article mainly to seize the three mechanisms that play a key rolewhich the Alliance to build and run the study, including project-oriented small and mediumenterprises dynamic alliance stability and its mechanism Profit Distribution Mechanismbetween the alliance members, and governance mechanisms based on dynamic alliancegovernance structure perspective, according to the study of the existing theories can be seenthat the scientific design of these three mechanisms can be normal operation of theprotection project-oriented small and medium enterprises dynamic alliance, but alsodynamicalliance during the operation of the main problems the solution.Established strategicalliances and general corporate and project-oriented small and medium enterprises to establish dynamic alliance management is more complex, primarily because the seniormanagement of most enterprises still remain in the more traditional management philosophywhich is still the enterprise, even has decided to form alliances with other businesses, but thelevel of cooperation is somewhat limited, for example, the use of resources, informationsharing and the application of the core technology, which enable enterprises to more seriouscommunication barriers and cooperation barriers between. It is also the direct cause ofproject-oriented small and medium enterprises dynamic alliance unstable.In income distribution, the gains made by the project-oriented small and mediumenterprises dynamic alliance as a whole should be greater than the separate each enterprise tocomplete the project proceeds obtained, where one is from the acquisition of new projects,one from the resources integration after the completion of the project efficiency, for eachproject-oriented companies, the dynamic alliance can get new revenue, under the premise ofreasonable resources to pay and configuration, the new income charge reflects the alliance ofsmall and mediumcompanies to pay a consistent cost of return. Dynamic alliance to run thekey to success is through scientific and rational design of income distribution mechanism tocoordinate the various income distribution caused by the conflict between good alliancemembers, especially because of the cooperation of the new distribution ofincome. Interdisciplinary symbiotic model of population biology to explore the process ofproject-oriented SMEs from unstable to stable in the league how to need some sort ofequilibrium conditions, the symbiosis of different populations in biology, while in theproject oriented dynamic alliance, there is still such a balanced, I use a dynamic gameanalysis, the meaning of the project-oriented small and medium enterprises dynamic alliancestability and equilibrium conditions. Of course, the distribution of income of the Union butalso by many other factors, but in any case, the chief or the core organization of the Union,need to work out a scientific and rational income distribution programs, and must bebetween the formation of the Union develop specific program rules. In addition, theallocation is not a step to complete, require a longer process, constantly revised, improve theefficiency and fairness of the allocation.Project-oriented small and medium-sized enterprises dynamic alliance governancestructure embodied in the alliance, the main stakeholders, such as the core business ofprofessional engineering companies, service companies, equipment, materials supplycompanies and design firms, rights, obligations and responsibilities relations systemarrangements.Dynamic alliance governance of the project-oriented small and medium-sized enterprises need to build the project on the basis of the responsibility system for theimplementation of the framework, relying on good institutional framework, which providesthe basic framework set for the entire project of running a network. Constantly optimize thedynamic alliance governance structure, continue to reduce the principal-agent costs, in orderto achieve a "win-win" situation, the basic principles of dynamic alliance governanceThirdly, the project-oriented small and medium enterprises dynamic alliance withtraditional Enterprise Alliance, the main difference is the dynamic alliance temporary anddynamic, as well as the project's uniqueness, uncertainty and irreversibility, etc., whichmakes the performance appraisal and a general sense corporate and business alliancesfundamentally different, so the performance evaluation of the project-oriented small andmedium enterprises dynamic alliance can not follow the traditional performance appraisalapproach. Only then will the goal of performance evaluation, to determine the content andperformance evaluation of the performance evaluation index system andmethods. Performance evaluation refers to the performance appraisal, addressing why theperformance evaluation, the original intention of the performanceevaluation. Project-oriented small and medium enterprises dynamic alliance performanceevaluation is based on alliance members to join the Union, the parties contract and contractbasis, through the rational costs and benefits of a measure, in order to achieve the followingobjectives:(1) To ensure that member companies in strict accordance with the provisions of thecontract , according to the contract requirements in the agreement to complete their ownproject implementation process to be borne by the task, including some reasonableagreement gradually improved, added to ensure that the Alliance members continue toimprove project performance, improve the quality of the project is completed ; (2) The riskestimation of dynamic alliance of project-oriented small and medium enterprises and controlneeds; (3) dynamic members of the League of the objective basis of the income distribution;(4) Enterprise Project cost control needs of the target.Performance evaluation of dynamic alliance of research projects oriented SMEs,building performance evaluation system in line with the project-oriented small and mediumenterprises dynamic alliance, through continuous assessment and evaluation of allianceperformance, optimized the opportunity to identify the dynamic alliance can achieve toreduce the operating costs of the union to improve and raise the level of customersatisfaction, increase the overall purpose of the income of the entire Union. In this paper, the existing lack of evaluation of dynamic alliance, starting from the project-oriented small andmedium enterprises dynamic alliance chief enterprise perspective, to build a scientific,systematic indicators from the performance evaluation of dynamic alliance system, whichalso indirect evaluation of dynamic alliance to adapt to the market environment and theability to meet customer requirements.
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