3.3.2 文化兼容
        文化不仅决定企业对事物评价所采用的价值标准，同时还代表了企业的行为方式和管理模式。由于合作各方相互独立，彼此是平等和相互依赖的关系，成员间常在经营理念、管理风格、组织结构乃至员工的行为习惯上发生冲突，这就影响了彼此的关系，给资源共享带来障碍。文化上的不兼容对合作企业来说至少有四个负面影响：一是文化上的不兼容可能产生交流问题，这会妨碍知识、技能的交换和相互学习；二是文化上的不兼容可能会增加因误解而产生的管理冲突，从而带来额外的成本；三是文化上的不兼容会影响合作伙伴选择解决冲突的方法，反过来又影响联盟的运作；四是文化上的不兼容会侵蚀某些合作伙伴竞争的适应性，降低合作收益。为此，所选择的合作伙伴要在文化上兼容，这就要求合作双方在基本价值观、行为准则、工作习惯等方面有较多的共性，双方能够相互理解和认同，或者尽管存在差异，但不会影响工作效率。尤其是在合作过程中涉及到较多的双方人员，这时企业文化兼容性就必须是慎重考虑的对象。

3.3.3 合作双方地位的兼容
        这主要是指合作双方在规模和实力上相当，如果各方实力严重失衡，就会造成合作双方在合作关系中的地位不平等，强大的一方可能会指使盟友；而弱小的一方又会过于依赖强大的合作伙伴，从而导致合作关系难以维持。因此，企业应尽量寻找与自己规模和实力相当的企业合作。

华译网上海翻译公司曾经翻译过大量有关合作双方地位的兼容资料文件，Beijing Chinese Subtitling Translation Service Agency has translated many technical documents about Compatibility of statuses between the cooperating parties.

3.3.2 Compatibility of cultures
The culture not only determines the value standards that an enterprise establishes for evaluating things, but represents the action and management modes of an enterprise. Due to the independence, fairness and mutual dependency between the cooperative parties, they may have conflicts in the operation concepts, management styles, organizational structures, and even the behavioral habits of their staff. This will affect their relations and hinders resources share. Incompatibility in culture will have at least four negative impacts on the cooperating enterprises: Firstly, incompatibility in culture may produce problems in communication, thus hobbling the exchange of knowledge and skills and mutual learning; secondly, incompatibility in culture may add to management conflicts arise due to misunderstanding, then bring about extra costs; thirdly, incompatibility in culture will impact how partners choose to settle disputes and consequently impact the operation of the alliance; fourthly, the incompatibility in culture will weaken the adaptability of some partners to competition and reduce the profits from cooperation. Therefore, the chosen partners should be compatible with each in culture, which requires that the two parties should have most things in common in the basic values, behavioral principles and working habits, and the two parties can understand and identify with each other, or, even though there were differences, the working efficiency would not be affected. The compatibility of corporate cultures should be paid special attention to when most personnel from the two parties are involved in cooperation.

3.3.3 Compatibility of statuses between the cooperating parties
This mainly refers to the equality between the two parties of cooperation in scale and power. If their powers are seriously unbalanced, they will have unequal positions in this partnership: the stronger party may give orders to its ally, while the weaker party may show over-dependency on its strong partner, thus endangering their partnership. Therefore, an enterprise should try to find cooperators with similar scales and strengths to it.