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博碩士論文 etd-0728108-221522 詳細資訊
Title page for etd-0728108-221522
論文名稱
Title
策略聯盟績效的決定因素:整合架構
The determinants of alliance performance: an integrative framework
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
128
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2008-06-26
繳交日期
Date of Submission
2008-07-28
關鍵字
Keywords
組織文化整合、高階管理團隊的承諾、跨界聯盟小組成員能力、營運整合、聯盟績效
alliance success, TMT's joint commitment, relational capability, normative integration, alliance learning mechanism
統計
Statistics
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中文摘要
過去傳統資源基礎理論強調策略聯盟的功能如獲取有價值的資源,並無法解釋複雜的策略聯盟機制。從交易成本理論可以減少機會主義的問題,但仍無法一窺聯盟整合機制的全貌。本研究從資源基礎理論的角度為聯盟建立有價的、稀有的以及無法完全模仿的資源。這些內部優勢化的優勢可以使組織從聯盟夥伴獲取關鍵資源。

在資源基礎的理論下,本研究從組織成本與社會資本的觀點,以208 個樣本探究由六個變數所組成的整合架構,本研究以結構方程模式(SEM)進行統計分析驗證。

從聯盟學習的觀點,學習機制提供策略聯盟的組織架構的基礎,透過學習機制公司能直接正向影響營運整合並間接促進組織文化整合。學習機制亦能直接影響社會整合機制,並間接影響組織文化整合。當聯盟夥伴間的文化進行整合後,本次的聯盟也能因此而提升。

從社會整合的觀點,高階管理團隊的承諾能影響跨界聯盟小組成員的能力、社會整合機制和文化整合機制。高階管理團隊的承諾對跨界聯盟小組成員的能力能產生正面影響而跨界聯盟小組成員的能力亦能正面影響社會整合機制與間接促進組織文化的整合。最後,組織文化的整合有助於聯盟的績效。

在整合的模式中,高階管理團隊的承諾是聯盟活動的重要源頭。它能直接影響學習機制,並間接促進跨界聯盟小組成員的能力。此能力可以促成社會整合機制的建立以促雙方的合作。營運整合機制與社會整合機制皆能促進雙方組織文化的整合,進而促成聯盟的良好績效。
Abstract
Though the traditional resource-based view emphasized on the function of alliance to obtain the valuable resources, it still can’t explain the complex alliance integrations completely. Using transaction cost theory to decrease opportunism can not help to build integration mechanisms of alliance. This study employs knowledge-based view to study how to use knowledge integration mechanisms to establish the internal valuable, rare and imperfectly imitable resources for alliance.These internal advantages can help the organization to acquire partner’s critical resources.

Based on knowledge based theory, this study, integrating alliance learning perspective and social integration perspective, built an integrative framework in addition to a sample set of 158 cases to explain how to enable alliance to reach its success. Additionally, by means of structural equation model (SEM), we test this
integrated model.

From the alliance learning perspective, this study not only considers the IT system, but also argues the importance of alliance learning mechanism and learning empowerment integration. First, the relational capability provides the foundations of the learning capability in alliance. Through the relational capability, the company can directly carry out the operational integration and promote the learning mechanism and empowerment, all which form the social integration mechanism s that facilitate to increase the alliance performance.

From the social integration perspective, TMT’s joint commitment is a collective action to bring forth active connection, such as relational capability, social integration mechanism and normative integration. Relational capability that is positively influenced by TMT’s commitment is the valuable resources within alliance networks.
Relational capability benefits the social integration mechanism and promotes the
normative integration, that both of them will enhance good alliance performance.
目次 Table of Contents
CONTENTS
LIST OF TABLES 6
LIST OF FIGURES 8
1.1 Research Background 9
1.2 Research Questions 13
ΙΙ. LITERATURE REVIEW 15
2.1 Alliance and Alliance Performance 15
2.2 Organizational capital perspective of alliance 19
2.3 Social capital perspective of alliance 20
2.4 Top Management Team’s commitment 21
2.5 Human capital management 23
2.6 Boundary Spanner Team’s Capabilities 28
2.7 Operational Integration 32
2.8 Knowledge exploration mechanism 37
2.9 Organizational Cultural Integration 43
ΙΙΙ. METHODOLOGY 48
3.1 Theoretical Framework 48
3.2 Hypotheses 50
3.3 Instrument and Measurement 50
3.4 Sampling 55
3.5 Data Analysis 55
ΙV. RESULTS AND DISCUSSION 60
4.1 Descriptive Statistics 60
4.2 The Compare Means of Company Characteristics 63
4.3 Factor Analysis of Influence Factors of the Alliance 66
4.4 Correlation Analysis of Alliance variables 73
4.5 Organizational Capital Perspective Model 75
4.6 Social Capital Perspective Model 81
4.7 Integrative Model 87
V. CONCLUSION AND SUGGESTION 95
5.1 Conclusions 95
5.2 Managerial Implications 98
5.3 Theory Implications and Limitations 98
APPENDIX 1– QUESTIONNAIRE (English Version) 116
APPENDIX 2– QUESTIONNAIRE (Chinese Version) 122
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