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In recent years, Western business managers have been heeding the exhortations of business journalists and academics to move their companies toward long‐term, collaborative “strategic partnerships” with their external business partners (e.g., suppliers). The experts’ advice comes as a natural reaction to numerous studies conducted during the past decade that compared Japanese production and supply practices with those of the rest of the world. The link between the success of a certain well-known Japanese automaker and its effective management of its suppliers, for example, has led to an unquestioning belief within Western management circles in the value of strategic partnerships. Indeed, in the automobile sector all three United States manufacturers and most of their European competitors have launched programs to reduce their total number of suppliers and move toward having strategic partnerships with a few.

However, new research concerning supplier relationships in various industries demonstrates that the widespread assumption of Western managers and business consultants that Japanese firms manage their suppliers primarily through strategic partnerships is unjustified. Not only do Japanese firms appear to conduct a far smaller proportion of their business through strategic partnerships than is commonly believed, but they also make extensive use of “market-exchange” relationships, in which either party can turn to the marketplace and shift to different business partners at will, a practice usually associated with Western manufacturers.

The passage is primarily concerned with

examining economic factors that may have contributed to the success of certain Japanese companies discussing the relative merits of strategic partnerships as compared with those of market exchange relationships challenging the validity of a widely held assumption about how Japanese firms operate explaining why Western companies have been slow to adopt a particular practice favored by Japanese companies pointing out certain differences between Japanese and Western supplier relationships

正确答案： C

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文章大意逻辑
近年来，西方企业管理者听从商业记者和学者建议，推动公司与外部业务伙伴建立长期合作的“战略伙伴关系”，这源于过去十年众多对比日本与世界其他地区生产和供应实践的研究，比如一家知名日本汽车制造商的成功让西方管理界坚信战略伙伴关系的价值，美国和欧洲汽车制造商也采取行动。然而，新研究表明西方管理者和商业顾问认为日本企业主要通过战略伙伴关系管理供应商这一普遍假设不合理，日本企业通过战略伙伴关系开展的业务比例比普遍认为的小，还广泛使用“市场交换”关系。 文章类型及逻辑简图
文章类型为新旧观点对比。 旧观点：Western managers believe Japanese firms manage suppliers mainly through strategic partnerships，due to studies on Japanese production and supply practices and success cases of Japanese automaker（西方管理者认为日本企业主要通过战略伙伴关系管理供应商，源于对日本生产和供应实践的研究以及日本汽车制造商的成功案例） 新观点：New research shows this assumption is unjustified, Japanese firms use less strategic partnerships and more market exchange relationships（新研究表明这一假设不合理，日本企业较少使用战略伙伴关系，更多使用市场交换关系） 问题类型及做题方法
问题类型为主旨题，做题方法是通过梳理文章整体结构，把握新旧观点对比的核心内容来确定答案。 选项分析
A选项：文章并非主要探讨可能促成某些日本公司成功的经济因素，重点是关于日本企业供应商管理模式的观点对比，所以A选项错误。 B选项：文章没有对比战略伙伴关系与市场交换关系的相对优点，只是指出对日本企业管理供应商模式的错误假设，所以B选项错误。 C选项：文章先是阐述西方管理界对日本企业通过战略伙伴关系管理供应商的普遍假设，然后新研究挑战了这一假设，C选项符合文章主旨，正确。 D选项：文章没有解释西方公司为何缓慢采用日本公司青睐的特定做法，所以D选项错误。 E选项：文章重点不是指出日本和西方供应商关系的某些差异，而是对日本企业供应商管理模式假设的质疑，所以E选项错误。

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