| Summary: | 碩士 === 國立暨南國際大學 === 國際企業學系 === 91 === Success in product development is a critical management issue for modern firms. At the same time, alliance seems to be today’s answer to most management challenges, especially for those firms in technology driven industries.
Although many organizations are entering business alliances. Many alliances tend to be unstable, and lead to failure. Bidault and Cummings (1994) indicate that the managerial hurdles in partnerships frequently offset, sometimes totally, the expected innovation advantages. Because there is a fundamental dilemma between “logic of innovation” and the “Logic of alliances”. The success of partnerships emphasizes clarity and explicitness. Partners seek explicit plans and forecasts so that each party can agree on how to share costs and benefits. Innovation, however, requires that a measure of flexibility be granted to those directly involved with the project. Alliance partners seek joint control of a project, and departures from prior agreements may involve renegotiation, which thus may impede the flexibility required for effective innovation.
This study uses relational assets as a latent variable, and examines factors that drive the possession of relational assets. The sample of this study has 110 companies in Center-Satellite System. Quantitative methods, including ANOVA, regression analysis and LISREL analysis, are used to test the hypothesis.
The major findings of this study are summarized as following. First, the global model fit is acceptable. This empirical result supports the relationships between relational assets and the interdependence, receiver in technological network, disseminators in technological network, formalization, and incremental innovations respectively. Second, relational assets have a positive impact on new product development success.
By and large, firm should recognize the importance of relational assets, and focus on developing their own relational assets. To promote intra-, or inter-organizational relationship enthusiastically.
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