Theoretical Construction of CEO Competencies in Strategic Alliances under Mixed Ownership: A Multi-Case Analysis of a Leading Company's Strategic Alliances in the Chinese Electric Vehicle Charging Industry

This dissertation adopts a multi-case study method to conduct in-depth research on the competence of CEOs of several joint ventures between a leading company in the electric vehicle charging industry in China and various agencies of the Chinese government. It develops a theoretical model, highlighting how the competence of CEOs affects the market dominance of these joint ventures. The theoretical model proposes that CEOs with three competencies - firm goals, trustworthiness, and high professionalism - can achieve market dominance by efficiently managing alliance partners and management teams. Managing alliance partners requires identifying and meeting their needs, unifying them, and firmly implementing resolutions; managing teams requires building cross-institutional teams, establishing effective performance valuation channels, and promoting a unified multicultural mindset. Additionally, the model underscores two boundary conditions: complementary resources between alliance partners and strategic consensus between them. The main contribution of this study is to construct a theoretical model for general managers to achieve market dominance under mixed ownership, expanding and deepening research on strategic leadership in strategic alliances, and contributing new content to the innovation of business models in the electric vehicle charging industry.