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首页> 外文期刊>SAM advanced management journal >Strategic Alliances, Network Organizations, and Ethical Responsibility
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Strategic Alliances, Network Organizations, and Ethical Responsibility

机译：战略联盟，网络组织和道德责任

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The shift in strategy from vertical integration to strategic alliances has developed hand in hand with the evolution of organizational structure from the vertically integrated firm to the network and the boundaryless organization. The forces driving this evolution have been the need for greater coordination and information processing, occasioned by the increasing speed of change and the complexity of the environment. The result has been the elimination of bound- aries, more flexible organizations, and a greater interaction among individuals and organizations. The modern network organization is credited with requiring less capital, having less overhead expense, being able to utilize technology from various sources, being more entrepreneurial, and being able to act more quickly. On the negative side, the specialization of firms in single areas of competence has resulted in fragmentation of the value chain and of ethical and legal responsibility. The conditions in the environment (turbulence and complexity) that brought us these flexible organizational structures will not go away. On the contrary, they are likely to accelerate. Network structure may evolve into the cellular structure, as predicted, and the problem of establishing ethical and legal responsibility in a network or cellular structure will continue to be important. The solution seems to lie in the development of relationships and cultures that are functional not only in terms of business success but also in terms of legal and ethical norms. Once these relationships become embedded in the network, they can sustain constructive and ethical conduct. Individual decision-makers in the network must accept responsibility for creating these constructive relationships. The outcomes in networks are not random occurrences or the product of deterministic forces, as the population ecology model might suggest. Decision-makers do not lose strategic choice when they enter into a network structure. Organizational actors can maintain a climate of ethical responsibility by choosing ethical partners, by using their power and influence to block unethical conduct, and by creating an environment with an ethical dimension. Strategy and structure have undergone radical change, but one thing has not changed: organizational outcomes, for better or worse, are still the responsibility of human actors.
机译：从纵向整合到战略联盟的战略转变与组织结构从纵向整合的公司向网络和无边界组织的演进紧密相关。不断变化的速度和环境的复杂性导致了推动这种发展的动力，即需要更大程度的协调和信息处理。结果是消除了边界，使组织更加灵活，并且个人与组织之间的互动更加紧密。现代网络组织以更少的资金，更少的管理费用，能够利用各种来源的技术，更具企业家精神以及能够更快地行动而著称。消极的一面是，公司在单个权限领域内的专业化导致价值链以及道德和法律责任的分散。带给我们这些灵活的组织结构的环境条件（动荡和复杂性）不会消失。相反，它们可能会加速。网络结构可能会演变为蜂窝结构，如预期的那样，在网络或蜂窝结构中建立道德和法律责任的问题将继续很重要。解决方案似乎在于发展关系和文化，这些关系和文化不仅在业务成功方面发挥作用，而且在法律和道德规范方面也发挥作用。这些关系一旦嵌入网络，便可以维持建设性和道德行为。网络中的个人决策者必须承担建立这些建设性关系的责任。正如人口生态模型所暗示的那样，网络中的结果不是随机出现的，也不是确定性力量的产物。决策者进入网络结构时不会失去战略选择。组织参与者可以通过选择道德合作伙伴，利用其权力和影响力来阻止不道德行为，并营造具有道德维度的环境，从而保持道德责任的氛围。战略和结构已经发生了根本性的变化，但没有任何变化：组织的结果，无论好坏，仍然是人类行为者的责任。

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