The Study Of Corporate Culture Synergy In Strategic Alliance

Strategic alliance has been flourishing since 1990s,and benefiting enterprises year by year. At the same time, it has high failure rate.The author found the reason why the great majority of strategic alliances were abortive was due to both enterprises' failure to manage the partnership, especially, they couldn't smooth up the corporate culture conflict.In the market set, two partner enterprises in a strategic alliance make a contract that defines tae two enterprises are still independent of each other instead of merger. At the same time, owing to the alliance, they are much closer than other enterprises in the set. The both sides can benefit from the strategic alliance by means of helping each other and pooling their resources .The partnership not only maps out two enterprises' rights but also formulates their responsibilities.Also, their two different kinds of ripe corporate culture prevent them from cooperating with each other .On the one hand, each ripe corporate culture gives one enterprise an efficient norm which has been proved helpful; on the other hand, its rigidity is a barrier for it to allying with the other. Namely, firstly, the two enterprises can't cooperate harmoniously. Secondly, they keep either enterprise from developing perceptibility and learning from each other, Thirdly, they increase the management cost of two sides.Even so, the two enterprises can coordinate the corporate culture. That is to say, they can develop a corporate culture synergy, In Game theory, each enterprise has a desire to cooperate and coordinate corporate culture. Besides, in synergy, the author structured an equation to test how two enterprises coordinate their corporate culture ?Finally, the author analyzed several exemplary cases to examine the probability of corporate culture synergy.