Strategic similarity of cooperative partners influence firm’s strategic move - the view of dynamic strategic group

• Main Authors: Yu Ya-ting, 游雅婷
• Other Authors: Shu shuming
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/83943556754754964455

碩士 === 東海大學 === 企業管理學系碩士班 === 96 === In the dynamic environment, firms will adopt different strategic position to reply the challenges. This article adopts the concept of “strategic group” proposed by Hunt in 1972 and presents the long-term variation of strategies for photonics companies in Taiwan by “dynamic strategic groups” theory. As time goes on, the strategies of photonics companies would changes as well. This article adopts of social network , the degree of cooperation and strategic similarity used to explain the long-term strategic change among these photonics companies. Besides, there are few researches about strategic similarity , social network and the degree of cooperate. And this study uses these theories to analyze how the strategic similarity of cooperate partners influence firm’s strategic move. This article adopts the concept of “dynamic strategic group” proposed by Cool in 1985 and Fiegenbaum et al. in 1985. During 1999-2006, the study discovers eight stable strategic time periods （SSTPs）, and each SSTP exists four strategic groups. The study separates these firm’s strategic move between the stable strategic time period from their strategic group, and based on the literature review and empirical observation uses the number of partner, the partner’s size, the cooperate time of the partner and reinvestment amount to measure the degree of cooperation , and analyzes its impact on firms’ strategic move. Finally, based the theory of strategic similarity this study separates the firms’ cooperate partners to the same group and different group, and compares which group influence firm’s strategic move. The empirical observation shows the degree of cooperation and the high or low of strategic similarity influences strategic move, but high degree of strategic similarity has higher impact than low degree.