A Effect of Alliance Interactive Elements, Partner Elements and Knowledge Transfer on Capability Enforcement and Performance

• Main Authors: Chin-Yuan Cheng, 鄭誌原
• Other Authors: Wei-Hwa Pan
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/25287179827582903681

碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 91 === For recent years, enterprises in Taiwan face the challenges of jointing WTO. Most of Taiwan companies can not cope with international companies no matter on capital or scale. Thus, cooperation with competitors or formation of strategic alliances is the best policy of decreasing management and sale cost of entering markets and business risks. For the small-and-medium enterprises which own specialized skills but are lack of resources and other technology, it could be the niche of entering global market to obtain transfer of technology and management knowledge from American and European enterprises. With capability- and knowledge-based views, the study explores how firms can develop internal capability through strategic alliances. The learning process in alliances can be conceptually divided into two stages: knowledge transfer from alliance activities, establishment or enforcement of capability. In the first stage, the literature is reviewed on inter-organizational learning and knowledge transfer in strategic alliances and five determinants of knowledge transfer in alliances are proposed including two categories of interactive elements and partner elements of alliances. Alliance interactive elements include cooperation type, interactive level and trust whereas alliance partner elements contain transparency of allied partner knowledge/capacity and the complement of specialized knowledge. In the second stage, the study, based on organization learning and knowledge management perspectives, indicates that knowledge transfer from alliances and absorptive capability determine whether firms can establish or enforce capability through alliances. SPSS statistical analysis is adopted to test the causality among variables in research structure. The empirical results shows: 1. when the interactivity between alliance partners is higher, knowledge transfer in alliance is higher; when complement and transparency of specialized knowledge of alliance partners is higher, knowledge transfer firms obtain is higher; and knowledge transfer is higher, capability enforcement and alliance performance is also higher. 2. When the effects of interactive elements and partner conditions on knowledge transfer is higher, capability enforcement and alliance performance is better. 3. Absorptive capability has impact on knowledge transfer and also affects capability enforcement and alliance performance.