A Study of the Effect of Strategic Alliance Management and Co-opetition Relationship on Performance — Resource-based View

• Main Author: 葉昭婷
• Other Authors: 伍家德
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/64831271988801721940

碩士 === 南台科技大學 === 企業管理系 === 92 === With the constant change of times, the fast progress of information science and technology make enterprises facing the environment with keen competition; in order to survive within this environment, the strategy alliance has become an indispensable part of enterprise strategies nowadays. This research combines the concepts of “ex-ante” and “ex-post” of alliance, to investigate alliance management conducts influences toward alliance performances. Meanwhile, utilizing the resource based view to comprehend the relations between core resources and strategy alliance. Moreover, when enterprises have to make decisions, there is not only need to consider the competition with rivals, but also cannot neglect the relations of complementary between each other. The previous studies of firms’ relations have more focus on the competition or cooperation strategy separately. This study considers the competition and cooperation relations simultaneously for the effects on alliance management and performance. This study chose the domestic enterprises that adopted strategy alliance as analysis units, sent out six hundred questionnaires, and effective questionnaires were eighty five, effective return rate was 14.17%, and then used of SPSS10.0 to carry on the cluster analysis, one-way and two-way ANOVA, T test and correlation analysis. The main findings of this study are as follows: First, different alliance enterprises core resources involvement levels have significant effects on planning, commutating, controlling, trusting and learning of alliance management conducts. Secondly, the alliance have significant positive effects toward alliance goal achievement, partner cooperation, alliance operation and overall performance regarding to management conducts of planning, commutating, controlling, trusting and learning. Thirdly, the alliance enterprises with co-opetition relationships can pursue win-win situation through the performing of multi-roles, and then promote the performances on various dimensions of alliance. Finally, different enterprises involvement levels toward core resources have significant effects on alliance goal achievement, partner cooperation, alliance operation and overall performance.