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Zoogah, Baniyelme David. "Alliance mental models and strategic alliance team effectiveness." The Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=osu1148569488.
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Zoogah, David Baniyelme. "Alliance mental models and strategic alliance team effectiveness." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1148569488.
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Roßmannek, Oliver [Verfasser], and Olaf N. [Akademischer Betreuer] Rank. "Institutions and strategic alliance networks." Freiburg : Universität, 2017. http://d-nb.info/1141575906/34.
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RUSSO, MARGHERITA. "Strategic Alliances in Global Markets." Doctoral thesis, Università degli Studi di Milano-Bicocca, 2017. http://hdl.handle.net/10281/153661.
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Negli ultimi due decenni, le alleanze strategiche sono diventate per le imprese un’importante fonte di crescita e vantaggio competitivo, grazie ai numerosi benefici che esse forniscono quali accesso a nuove risorse e capacità critiche, miglioramento della posizione competitiva e accesso efficace e rapido a nuovi mercati. Le alleanze strategiche rappresentano un responso alla globalizzazione dei mercati e alla crescente incertezza e complessità dell’ambiente competitivo. La globalizzazione ha profondamente modificato il ruolo delle alleanze strategiche, diffondendo tra le imprese globali una logica di network collaborativo. Nessuna imprese può competere, come in passato, solo con la propria dotazione di risorse, conoscenze e competenze; l’economia globale richiede la creazione di organizzazioni strutturate, diffuse e altamente interconnesse chiamate network. Per cui, in situazioni di intesa competizione, la creazione di legami di collaborazione rappresenta il tipo comportamento strategico adottato da quelle imprese con una visione globale di lungo termine improntata al mercato. Nel primo capitolo, ho messo in luce il fine principale per cui le alleanze strategiche vengono formate, ovvero la combinazione della forza di due o più imprese per realizzare un obiettivo comune. Solo poche imprese posseggono tutte le risorse necessarie per competere efficacemente nel complesso ambiente economico, per cui esse cercano di colmare questo gap attraverso la formazione di alleanze strategiche. Inoltre, ho messo in luce la natura di “paradosso” delle alleanze strategiche, rappresentata dal fatto che nonostante la loro importanza strategica, presentino un tasso di successo ancora molto basso. Nonostante il loro tasso di crescita sia aumentato del 25% a livello globale, negli ultimi decenni, le alleanze strategiche esibiscono ancora un tasso di fallimento molto alto; ciò rappresenta un paradosso per le imprese. Il mio principale obiettivo è individuare il modo attraverso il quale le imprese possono affrontare il paradosso, indagando su quali siano i fattori chiave che conducono un’alleanza verso il successo. Nel secondo capitolo, con l’obiettivo di mostrare i benefici e le potenziali cause di insuccesso, ho fornito tre esempi di alleanze strategiche globali. Il primo esempio, utile a chiarire quando un’alleanza possa essere considerata di successo, è rappresentato dall’alleanza tra “Toyota e PSA”; gli altri due invece, rappresentati dalle alleanze tra “Renault e Volvo” e “Daimler Benz e Chrysler”, sono utili a mettere in luce le potenziali cause di fallimento di un’alleanza strategica. Nel terzo capitolo, al fine di individuare i fattori chiave che influenzano formazione e successo di un’alleanza strategica, ho deciso di utilizzare note prospettive teoriche come: -Transaction cost theory – Knowledge based view- Social exchange theory - Resource based view- Dynamic capability view and Alliance management capabilities. Nel quarto capitolo ho mostrato l’importanza ricoperta dai fattori di successo, individuati nel capitolo precedente, in ciascuna fase del ciclo di vita delle alleanze strategiche. Inoltre ho fornito l’esempio dell’alleanza tra “Ford e Mazda” al fine di mostrare come le imprese debbano gestire un’alleanza cross-culturally per condurla al successo. Nel quinto ed ultimo capitolo, ho messo in luce la questione riguardante l’eterogeneo tasso di alliance performance tra le imprese nei mercati globali; infatti alcune imprese ottengono successo dalle proprie alleanze e altre falliscono. Ricerche precedenti hanno dedotto che le imprese con un elevata alliance performance, sono quelle dotate di un ordine di capacità gestionali superiori definite “alliance management capabilities.In the last two decades, strategic alliances became important sources of growth and competitive advantage thanks to several benefits that they provide such as accessing new and critical resources and capabilities, improving competitive position, effective and rapid entering in new the markets. Strategic alliance has been seen as a response to market globalization and increasing uncertainty and complexity of the economic environment. Globalization has deeply changes the role of strategic alliances; it has led collaborative network logic between global firms. No firms can compete in the marketplace, as in the past, only with own its resources, knowledge and skills; global economy requires structured, widespread and highly interconnected organizations called network. Indeed, in situations of highly-intensive competition, the setting up of lines of cooperation represents typical strategic behavior by firms with a long-term view and global market vision. In the first chapter of my research, I highlight the main purpose of strategic alliances that is to combine the strengths of two or more firms for achieving mutual goals. Only few firms have all the resources need to compete effectively in the current complex economic environment, so they seek to fill this gap through strategic alliances formation. Then, in this chapter I also highlight the “alliances’ paradox nature” represented by the fact that despite their strategic importance they still present a very low success rate .Although the growth rate has increased at 25% globally, in the recent years, strategic alliances tend to exhibit a high failure rates. Therefore, although in global markets, the number of strategic alliances continues to grow, they still have a very low success rate. This represents a paradox for firms; the main purpose of my research is identifying the way through which firms can address this paradox, investigating the main factors that lead strategic alliances toward success. In second chapter, in order to show alliances’ benefits and potential causes of failure, I provide three examples of global alliances. The first example, useful to explain the concept of alliance success and to show potential alliances’ benefits, is represented by the alliance between “Toyota and PSA”; the others two, represented by the alliances between “Renault and Volvo” and “Daimler Benz and Chrysler”, are useful to identify potential causes of alliance failure In the third chapter, in order to identify the key factors that influence formation and success of a strategic alliance, I choose the essential arguments of -Transaction cost theory – Knowledge based view- Social exchange theory - Resource based view- Dynamic capability view and Alliance management capabilities. I also provide an example of successful strategic alliance, the agreement between “Ford and Mazda” that is considered a case of historic successful cross-culturally alliance. In the fifth chapter, I highlight the question concerning the heterogeneous alliance performance between global firms; some firms obtain success from their partnerships and others fail. Previous studies found that firms with greater alliance performances, are those firms with superior capabilities termed in literature as “alliance management capabilities”.
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Michaelis, Ralph. "A study of alliance formation and alliance mode choice for non-equity strategic alliances in the high technology sector." Thesis, University of Ottawa (Canada), 1996. http://hdl.handle.net/10393/9703.
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The objective of this research was to broadly study the topic of non-equity strategic alliances in the high technology sector. The a priori assumptions were that non-equity alliances were different, and that treatment of non-equity alliances in high technology firms was different from other industries. The objectives of the study were to understand: (a) why are non-equity alliances chosen in the high technology sector; (b) what roles do strategy and core competencies play in the choice of non-equity alliances; and (c) what role do technology and market factors play in high technology alliances? This study investigated twelve alliance formation decisions among three firms in the Ottawa-Carleton Region, in Ontario, Canada. The firms in the sample ranged in size from $150 million in annual revenues, to more than \$10 billion. The partner organizations reflected an international scope with headquarters in Japan, Europe and North America. The sample covered non-equity strategic alliances formed from 1990 to 1996. (Abstract shortened by UMI.)
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Pun, Ming-yu Kenji. "The development of strategic alliance of airports." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B37228882.
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Park, Jong-Hun. "Strategic airline alliance : modelling and empirical analysis." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1997. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/nq25132.pdf.
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Pun, Ming-yu Kenji, and 潘明宇. "The development of strategic alliance of airports." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B37228882.
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Wratschko, Katharina Speckbacher Gerhard. "Strategic orientation and alliance portfolio configuration the interdependence of strategy and alliance portfolio management /." Wiesbaden : Gabler, 2009.
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Holmgren, Henrik, Colin Platt, and Johan Svennerholm. "Capacity Performance Measures in International Airline Alliances : The case of Star Alliance." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-1301.
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Background
Strategic alliances have become increasingly popular within the business world, they can be seen as a way to improve the total output of the firm. Over the last 10 years, the industry endured trying times, the most notable being the events of September 11, 2001. That event drastically changed airline traveling all across the world. It also showed the importance of collaborations in order to stay competitive. Star Alliance began in 1997 and has since then grown into
the world’s largest airline alliance with a total market share of 25.1%.
Purpose
The raison d’être of this study is to quantify and analyze the augmentation of load factors over time, in terms of distribution, as they pertain to capacity performance of allied carriers within Star Alliance.
Method
In order to fulfill the purpose, a deductive approach to the research has been taken. Furthermore, due to the nature of the data, a quantitative approach has been used within. Two hypotheses will be stated and several research questions as well.
Result
It can be clearly seen that distribution of load factors has transformed during the years. There is a shift in both the skewness and the kurtosis of the distributions that can be seen when examining the frequency distribution charts. The kurtosis increases and the skew decreases, measures that are positive for the airlines, while the anomalies of 0% and 100% load factor have remained stable throughout the years. A general increase in the average load factors has also been seen.
Conclusion
By analyzing the empirical findings, it is clear that the load factor of the allied members has increased and that the proportion of the denied boardings decreased in relation to the average load factor. This means that the alternative hypothesis was accepted in the first hypothesis and that the second alternative hypothesis was accepted in the second hypothesis. The research also reveals a generally increased mean which together with the changes in the skew and kurtosis lead to an acceptance of the beta distribution. Furthermore, higher load factors were shown to have a strong correlation with the increase in efficiency and decrease in overselling.
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He, Wei. "Essays of Strategic Alliance Portfolio Configuration— Its Performance Properties, Strategic Antecedents and Consequential Effects on Multinational Firms’ Continuing Foreign Expansion." FIU Digital Commons, 2012. http://digitalcommons.fiu.edu/etd/697.
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This dissertation focused on an increasingly prevalent phenomenon in today’s global business environment—strategic alliance portfolio. Building on resource-based view, resource dependency theory and real options theory, this dissertation adopted a multi-dimensional perspective to examine the performance implications, strategic antecedents of alliance portfolio configuration, and its strategic effects on firms’ decision-making on their continuing foreign expansion.
The dissertation consisted of three interrelated essays, each of which dealt with a specific research question. In the first essay I applied a two-dimensional construct that embraces both alliance relations’ and alliance partners’ attributes to illustrate alliance portfolio configuration. Based on this framework, a longitudinal study was conducted attempting to explore the performance properties of alliance portfolio configuration. The results revealed that alliance diversity and partner diversity have different relative contributions to firms’ economic performance. The relationship between alliance portfolio configuration and firm performance was shaped by degree of multinationality in a curvilinear pattern. The second essay attempted to identify the firm level driving forces of alliance portfolio configuration and how these forces interacting with firms’ internationalization influence firms’ strategic choices on alliance portfolio configuration. The empirical results indicated that past alliance experience, slack resource and firms’ brand images are three critical determinants shaping alliance portfolios, but those shaping relationships are conditioned by firms’ multinationality. The third essay primarily employed real options theory to build a conceptual framework, revealing how country-, alliance portfolio-, firm-, and industry level factors and their interactions influence firms’ strategic decision-making on post-entry continuing expansion in foreign markets. The two empirical studies were resided in global hospitality and travel industries and use panel data to test the relevant theoretical models.
Overall, the dissertation advanced and enriched the theoretical domain of alliance portfolio. It particularly shed valuable insights on three fundamental questions in the domain of alliance portfolio research, namely “if and how alliance portfolios contribute to firms’ economic performance”; “what determines the appearance of alliance portfolios; and “how alliance portfolios affect firms’ strategic decision-making”. This dissertation also extended the international business and strategic management research on service multinationals’ foreign expansion and performance.
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Zhang, Zhe. "Alliance paradox an empirical study of alliance portfolio effects on customer service quality in the U.S. airline industry /." Orlando, Fla. : University of Central Florida, 2009. http://purl.fcla.edu/fcla/etd/CFE0002505.
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Yeung, Chung-yun. "A case study of PC industry strategic alliance /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B1403864X.
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Fahnehjelm, Alexander, and Thomander Isabel. "Strategic Alliance Formation in a Dynamic Environment : A Business Ecosystem perspective applied to Strategic Alliances in the Online Media Industry." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279537.
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The online media industry has undergone changes during the last decades. Driven by technology advancements, there has been an increasing number of actors that can enhance the value of service in the media industry. The fast changing environment calls for a dynamic lens when analyzing strategic alliances forming between actors in the industry, thus this study uses a Business Ecosystem perspective to analyze how alliances should be formed to enable competitive advantage. A xase study was performed on a world leading provider of broadcast and media services to analyze how the dynamic setting affects suitable strategic alliance forms, using a partner selection framework to identify possible alliances. The results showed most potential within alliance forms of lower intergration, such as Franchise, Licensing Agreement or Arms-Lenght Market relation. Hurdels for the higher forms of integration were identified as mostly caused by requirements of low investments and implementation times in the fast moving dynamic environment. Identified future work is presented as performing a similar study where these hurdels are nonexistent to further analyze which alliance forms are applicable in a dynamic industry.
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Wratschko, Katharina. "Strategic orientation and alliance portfolio configuration the interdependence of strategy and alliance portfolio management." Wiesbaden Gabler, 2008. http://d-nb.info/99336697X/04.
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Yeung, Chung-yun, and 楊鐘仁. "A case study of PC industry strategic alliance." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266903.
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Rongali, Keerthikanth Yogeshwara, and Valentin Vlasenko. "MAJOR GLOBALIZATION INITIATIVES FROM INDIAN COMPANIES IN CONDITIONS OF MARKET TRANSFORMATIONS." Thesis, Полтава, ПУЕТ, 2019. http://dspace.puet.edu.ua/handle/123456789/8805.
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Globalisation has become an inevitable force to reckon with by countries, societies and corporates world over. Globalisation has been an important aspect of India‟s economic progress in the last two decades. It has lead to expansion of economic activities and employ-ment opportunities in the country.
The aim of the study is to summarize the major globalization initiatives from Indian companiesduring the period of market transformations.
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Chao, Chung-min Christina. "Study of the possibillity of container port alliance." Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B40040070.
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Mahamadou, Mindaoudou Zoubeyda Dela. "Les alliances stratégiques entre les firmes multinationales et les PME et firmes multinationales : spécificités et évaluation de la performance." Thesis, Pau, 2014. http://www.theses.fr/2014PAUU2007/document.
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Les alliances stratégiques connaissent depuis quelques décennies un fort essor tant en termes de pratiques managériales des entreprises qu’en termes de recherches académiques. Cet essor s’est accompagné de nombreuses controverses sur leurs issues (performances) et sur les facteurs les influençant. Par cette recherche, notre objectif est d’appréhender le phénomène des alliances stratégiques asymétriques en identifiant ses principales caractéristiques et les facteurs susceptibles d’influencer positivement ou négativement sa performance. Dans cette perspective, notre première phase de recherche a consisté en la réalisation d’un état de l’art sur les concepts des alliances stratégiques en général, des alliances asymétriques en particulier et de la performance. Sur cette base, nous avons pu établir huit hypothèses de recherche que nous avons ensuite testé en adoptant une démarche qualitative par étude de 10 cas d’alliances asymétriques. Notre application empirique a concerné les alliances stratégiques entre les PME françaises et les firmes multinationales opérant dans l’industrie aéronautique et a été conduite du point de vue des PME impliquées. L’analyse de nos hypothèses de recherche nous a permis d’obtenir trois résultats principaux : l’existence de liens forts entre les spécificités des partenaires et leurs motifs pour ces alliances; l’existence de liens négatifs importants entre certaines asymétries entre les partenaires (taille, culture organisationnelle et expériences d’alliances) et la performance relationnelle ; et l’existence de liens positifs importants entre la complémentarité des ressources des PME et des multinationales impliquées et leurs résultats quantitatifs (performance financière et apprentissage organisationnel). Nos résultats confortent certaines recherches antérieures sur les caractéristiques et la performance des alliances asymétriques. Ils peuvent aussi faire l’objet de recommandations pratiques aux dirigeants des PME impliquées dans ces relationsStrategic alliances in recent decades experienced a strong growth both in terms of firms management practices and in terms of academic research. This growth has been accompanied by many controversy concerning their outcomes (performance) and the factors influencing these outcomes. Through this research, our objective is to understand the phenomenon of asymmetric strategic alliances by identifying its main characteristics and factors that may positively or negatively influence its performance. In this perspective, our research first phase consisted of the realization of a state of the art on the concepts of strategic alliances in general, asymmetric alliances in particular and performance. On this basis, we established eight research hypotheses that we tested by adopting a qualitative approach by studying 10 cases of asymmetric alliances. Our empirical application concerned strategic alliances between French SMEs and multinational companies operating in the aviation industry and was conducted from the perspective of SMEs involved. Analysis of our research hypotheses allowed us to obtain three main results: the existence of strong links between partners specificities and their alliances motivation; the existence of significant negative links between between partners asymmetries in terms of (size, organizational culture and experiences) and relational performance; and the existence of significant positive relationship between SMEs and multinationals involved resources complementarity and their quantitative results (financial performance and organizational learning). Our results confirm some previous research concerning of asymmetric alliances characteristics and performance. They can also be objects of practical recommendations to managers of SMEs involved in these relationships
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LIMA, FRANCISCO CARVALHO DE. "STRATEGIC NETWORKS IN AVIATION INDUSTRY: VARIG - STAR ALLIANCE CASE." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2003. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=4269@1.
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As empresas do setor de aviação sempre celebraram acordos operacionais,no intuito de racionalizar operações e reduzir custos. Com o cenário mundial cada vez mais competitivo e conturbado, a integração em redes de alianças estratégicas torna-se um meio eficaz e cada vez mais comum de
sobrevivência e excelência. O propósito desta dissertação de mestrado é abrir caminho para verificar a adequação da associação de empresas em blocos estratégicos no setor de aviação às suas
estratégias individuais, por meio do estudo de caso da VARIG como membro da Star Alliance. O desempenho da VARIG também é levado em consideração no estudo como variável dependente,
ajudando na compreensão desta adequação. O estudo teve como foco a VARIG, maior empresa aérea da
América Latina, e sua associação à Star Alliance, maior aliança entre empresas aéreas atualmente existentes. Dispunha-se de vários bancos de dados para alimentar a pesquisa, provenientes de órgãos e associações ligadas à aviação civil no Brasil e no mundo. Também foram analisadas as percepções dos principais executivos da VARIG (envolvidos em atividades da Star Alliance) sobre a importância das alianças para a estratégia da VARIG, coletadas com auxílio de um questionário semi-estruturado
como instrumento principal. O presente estudo procura, com o auxílio de um novo ferramental para realizar análises estratégicas na perspectiva relacional, analisar as implicações estratégicas da associação em Redes e Alianças sobre os negócios e estratégias da VARIG.In order to rationalise operations and reduce costs, airlines have always celebrated operational agreements. As the world scenario becomes more competitive and turbulent, networks of strategic alliances become an effective and common tool for survival and excellence. The objective of this thesis is to pave the way for studies that verify the analysis of the strategic fit of companies in forming strategic blocks in the aviation industry by way of a case study of VARIG as a member of Star Alliance. Performance is also taken into consideration in the scope of the case study, as a dependent variable, so as to better assess the fit at issue. The study focuses on VARIG, the largest Latin American airline, and its association with Star Alliance, currently the greatest airline alliance. Several civil aviation organisations and associations, located in Brazil and world-wide, provide useful data banks for the research. With the help of a semi-structured questionnaire, the study also collected data regarding the perception of VARIGs main executives (those involved in Star Alliance activities) on the importance of alliances for VARIGs strategy. The study aims at analysing the strategic implications of VARIGs association in alliances for its businesses and strategies, using a new tool developed to carry out strategic analysis from a relational perspective.
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Pana, Elisabeta. "Value Creation Through Joint Venture and Strategic Alliance Formation." ScholarWorks@UNO, 2006. http://scholarworks.uno.edu/td/1037.
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This study examines the price reaction to the announcements of joint venture and strategic alliance formation, the main determinants of the partnering firm's choices to enter a specific joint venture and a specific strategic alliance, and the impact of such alliance formation on partnering firms' valuation. The analysis of the price reaction at the announcement of alliance formation indicates that market can distinguish between value creating and non-value creating alliances. I also provide evidence supporting the argument that alliance formation is not a random process. A firm's choice of entering an alliance designed as diversifying or non-diversifying strategy is a result of a complex interaction of external factors and internal needs. Finally, using the change in excess value from the year prior to the year following the alliance formation, I document that alliance formation negatively impacts the valuation of the single segment partnering firms relative to their industry peers, and has no impact on the valuation of multiple segment firms. Thus, single segment firms entering alliances are facing the trade-off between the longterm benefit provided by the alliance and the immediate costs affecting the activity developed in the house.
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Chen, Mark, and 陳秉宏. "Strategic Alliance." Thesis, 1997. http://ndltd.ncl.edu.tw/handle/27510664607444689648.
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Ming-Hsin, Li, and 李銘忻. "The Biotech Strategic Alliance." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/19466939537087441416.
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Pennington, Leon E. "Skyteam : a strategic alliance /." 2000. http://stinet.dtic.mil/cgi-bin/fulcrum%5Fmain.pl?database=ft%5Fu2&searchid=98294762113095&keyfieldvalue=ADA379956&filename=%2Ffulcrum%2Fdata%2FTR%5Ffulltext%2Fdoc%2FADA379956.pdf.
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Chen, Pei-Wen, and 陳姵妏. "A Research on the Influence of Strategic Alliance Type and Alliance Behavior.with Alliance Performance - Analysis of Alliances in Internet Service Provider." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/74275497070942089485.
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碩士中原大學
企業管理研究所
95
The main purpose of this research is to penetrating the influence of strategic alliance type and alliance behavior resulting in alliance performance. In the past studies, there were only focused on researching critical factors that experienced successful alliances among ISP, ICP, and ASP industries in Taiwan, but no research or actual scenario were confirmed that ever ally themselves among ISP industries. Hence, this research is based on the structures of stock shares and the perspectives of alliances to differentiate strategic alliance types as well as analyze on choosing alliance management and allying partners from different point of views. The analysis induces critical factors of a successful ISP alliance in Taiwan. The research utilizes the method of case-study as studying objects of those ISP alliances are in progress and are completed. Throughout the in-depth interviews, we are able to develop related questions based on their background and case information. The results of the research are described in the followings: 1.ISPs in Taiwan have common characteristics of more exclusive control in holding more market sharing. The more capitals of ISPs have the more bargaining power can expand their market sharing. small-size ISPs are condensed their scales to pygmies. Thus, fixed-line firms, ISPs, and Internet related firms are compromised by negotiating alliances so they can keep competitive and growing in the market. 2.Both terms of “Exchange stack sharing” and “perspectives of alliance” influence alliance performance to which firms among ISPs in Taiwan conduct allying and choose alliance type. In spite of utilizing type “Horizontal” or “Vertical”, majority choose “Exchange stack sharing” for strategic alliance have better operating performance. Overall, for those don’t choose “Exchange stack sharing” as strategic alliance plan, utilizing type “Horizontal” have better operating performance than the other. 3.The firms are conducting to be allied among ISPs in Taiwan, most of them are deeply aware of “Alliance Behavior” before they are toward the alliance. Most of interviewers’ state “The successful alliances are considered they are all well-planed beforehand and well management and monitoring while the projects are in progress.” Even some of interviewers’ feedback “They subsume assessments and reviews as part of planning projects, so they learn things from the alliance afterward thus enhance to reach their ultimate goal.” 4.In the relationship of each structure, type of alliance directly effect alliance performance; behavior of strategic alliance obviously effect alliance performance too. Furthermore, 4 types of strategic alliances partially effect behavior of alliance management. The factors of choosing allying partners also effect alliance performance.
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Gordon, Mary Ellen. "Strategic alliance outcomes: The role of strategic fit." 1995. https://scholarworks.umass.edu/dissertations/AAI9541112.
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Strategic Alliances, defined as long term relationships undertaken with strategic intent for the joint accomplishment of individual objectives, have become prominent in recent years. Many alliances do not achieve their objectives, yet there is no consensus opinion regarding why. In this dissertation, I introduce and evaluate a framework to examine the outcome of alliances. In the framework, strategic fit, relationship quality, expectation confirmation, and alliance structure are conceptualized as antecedents of alliance outcomes. I draw support for the framework from empirical literature on alliances, and four theoretical perspectives. The theory bases I draw on are transaction cost analysis, the resource based view of the firm, channels management and satisfaction. I evaluated the framework empirically using a pharmaceutical context. Interviews with experts were used to establish the face validity of the framework. A survey methodology was used to gather quantitative data from firms involved in alliances. Measures and composite indices of the constructs in the alliance outcome framework were developed. The relationships in the framework were tested with OLS regression. The interviews supported the contention that each of the constructs in the framework influences alliance outcomes. The quantitative study suggested that strategic fit does help explain alliance outcomes, but in a different way than was anticipated. Specifically, it appears from this study that more resources lead to better alliance outcomes even if the resources of the partners are redundant. The key contributions of this research are threefold. First, it compares the relative contribution of structural, behavioral (relationship quality), economic (strategic fit) and perceptual (expectation confirmation) explanations of alliance outcomes, suggesting that relationship quality may be relatively less important than previous research reports. Second, it highlights the role of partner compatibility in alliance outcomes and introduces three different compatibility measures. Third, it introduces a measure of alliance outcomes that is more consistent with managerial conceptualizations of this construct than previous research.
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Tao-Tien, Hsiung, and 熊道天. "Strategic alliance and firm growth." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/376hwu.
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碩士國立臺灣師範大學
全球經營與策略研究所
100
Prior research has demonstrated that contractual organizational forms allowing firms to gain access to resources external to the firms can help them overcome internal managerial limitations to firm growth. Strategic alliance, as one of the most popular contractual organizational forms in recent years, allows firms to obtain complementary resources from their partners as well as to find new opportunities in network relationships. We argue that firms may overcome the limitations of firm growth and grow faster through strategic alliances. However, prior research has also demonstrated that not every alliance succeeds. Firms with capabilities to manage the alliances are more likely overcome the limitations of firm growth. Using a sample of 178 manufacturers in Taiwan, this study examines the effects of strategic alliance and the alliance and contracting capabilities on the growth of a firm.
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Chang, Chien Lin, and 張健麟. "Strategic Alliance in Taiwan Steel." Thesis, 1996. http://ndltd.ncl.edu.tw/handle/75152788864808822075.
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Hsu, Shu-Yi, and 許舒怡. "Strategic Alliance and Value Creation." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/69654718431503027574.
Full textAbstract:
碩士國立中興大學
企業管理學系所
98
International Tourist Hotel industry was strongly effected by the international economic situation of the politics, war, natural disasters and other factors. There are 9.22 million tourism passengers around the global market refer to United Nations World Tourism Organization (UNWTO) in 2008, but the annual growth rate is 1.9%.Ohmae (1989) pointed out that enterprises usually face a complex and uncertain environment. In order to avoid the highly competitive environment and gather resources, firms can ally with stakeholders. Therefore, the international tourist hotels industry can ally with other firms as well as share marketing and placing resources with stakeholders. Moreover, it effort to reduce overall operational risk and obtain strategic resources and capabilities. According to above, first, this article discusses the background of international tourist hotel industry, the history of development, and industrial construct. Second, the case study of Grand Formosa Regent Hotel is depicted by strategic alliance about how to organize resource and capability. Third, the firm how to creative value alliance. expect from the strategic alliance explore how to construct a business point of view the resources and capabilities? derived from the resources and abilities to create value? and form a new business model and become a leader in international tourist hotels to open up new patterns for the face and practice a reference on the academic community. In this study, as its case study analysis, using the case of public company information, newspapers, magazines and databases as a data collection system, each information to enhance the complementarities between them, making research more convincing force. In addition, the case study method as a tool for the purpose of analysis is to explore whether the results confirms the theoretical, and do a complete explanation. Through a series of analysis of this study can be found, strategica alliance is indeed available for cooperation between the parties to establish the resources required and capacity and create customers, suppliers, and even among those complementary value to form a new business mode of operation to create a pioneer.
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Manner, Yi-Ju Chen, and 陳怡如. "Strategic Alliance for Human Resources Training." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/21651764600227056099.
Full textAbstract:
博士國立暨南國際大學
社會政策與社會工作學系
97
Central training center plans to empower and integrate the training resource of central Taiwan to improve the performance, to help the industry development, to analyze the employment needs and to establish contact with train units. It established the central human resource training strategic alliance in June, 2004. The strategic alliance intends to integrate the training energy of schools, research units and government, improve the technical employability and redeem the gap of education and practice. Therefore, this research intend to understand the practice and performance of the human resource training strategic alliance, probe into the cooperative strategies, relationships and network structures between governments, private sectors and non=private organizations, and review the influence on the match of supply and demand in the labor market. This research adopts Mail Survey and semi-structured interview methods. This research practices the quantity data of the Guanxi, network structure, alliance institution, social psychology and alliance performance by ANOVA and regression. Furthermore, this research collects the organizational and the trainees’ suggestions about alliance operation and duration. Based on the quantitative and qualitative findings, the major discussions are stated below. 1. There is no significant difference in the alliance motives between the three sectors. 2. There is no significant difference in the Guanxi between the three sectors. 3. There is a significant positive correlation between the alliance developmental factors and the alliance performance. 4. There exists a significant positive correlation between the alliance performance and the cooperative duration. Moreover, the stronger the Guanxi the sectors have, the more positive attitude to the cooperative duration. This research adopts both Guanxi and social network to probe into the interaction between public, private and non-private organizations. Furthermore, this research combines the alliance manage mechanism to draw the outline of the partners’ interflows which include the resource acquirement, the relations establishment and maintenance. It could improve the advantages of the sectors and combine the distribution of demand and supply in the labor market and advance the alliance performance.
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cheng, Shih cheng, and 施正成. "Strategic Alliance in Taiwan Bicycle Industry." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/15180709780864474628.
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碩士實踐大學
工業產品設計學系碩士在職專班
94
The study digs in the different categories of the concept of the strategic alliance, interpreting the relationship study between “enterprise” and “enterprise”, and uses the theories of the strategic alliance, such of expanding sales channels, organization learning, resources complementary, and raising the core competition of industry to precede the related documents probed and develop the capability of building industry resources of the theoretic construction. Recently, Taiwan bicycle’s makers are no mater how they build up the own brand, or cooperate with customer brand. In the processes, makers keep going to add value to their own products’ design, and take good influence of the brand image. The customers also try very hard to have very close relationship with the core suppliers – the bicycles’ manufacturers. In the past, makers only make the products, then having researching & developing design, even building own brand. They keep changing the strategies to solid their static position according to the exterior competition and environment changed. Based on the goal of the requirement of industry trend, they raise the proportion of innovation design and technology commercialized. Except the researching & developing design helping the industry, the further step is to promote designing, managing, planning, marketing, and branding of the full scale innovation, in order to create the high added value products, new managing pattern, and industry competition. The study reaches the some points of concrete conclusion as bellows: 1. The bicycle’s industry is rapidly to expand their sales channels and build up a high efficiency operation, in order to increase the marketing shares, and competition, and get their goal in the market in short. They also promote and create the capability of industry added value by organization learning and technology innovation. 2. According to the change of the globalization, ODM and OEM will be the important index of affecting the industry construction.3. The core value of the Taiwan bicycle’s industry is coming from the strategic alliance in industries, building up the brand image of added value promotion.
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Lee, Hsin-Ling, and 李欣玲. "A study of the Strategic Alliance." Thesis, 1998. http://ndltd.ncl.edu.tw/handle/79131282958452901494.
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碩士東海大學
工業工程研究所
86
With the dramatic changes in the international competitive environment, strategic alliances have gradually become a good tool to get competitive advantage. Facing barriers when entering international markets such as in mainland China, Japanese enterprises have changed their strategy of oversea investment and begun to make strategic alliances with enterprises from other countries. Although Taiwanese enterprises have some advantages, such as the same language and culture as mainland china, the political risk Based on recent change of Japanese enterprises, especially regarding oversea investment of Japanese enterprises in Asia, this study evaluates the nature of strategic alliances between Japanese and Taiwanese enterprises in China to prove the context and types of the alliances under this trend. After investigating the context of strategic alliances between Japanese and Taiwanese enterprises in mainland China, we analyze the main factors which make this trend. The main factors include the language, culture, teAccording to the evolution of the case studies, this study demonstrates the characteristics of each type of strategic alliance between Japanese and Taiwanese enterprises in mainland China and the meaning of globalization of Japanese and Taiwanese enterprises. Depending on the strategic alliances between each other in mainland china, not only can both Japanese and Taiwanese enterprises reduce the risk of investment, but the former can also breakthrough the bottleneck of international management, and the latt-1 -aA study of the Strategic Alliance
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HUANG, YING-HSUAN, and 黃盈瑄. "The strategic alliance mode in hospital." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/64606672637747232824.
Full textAbstract:
碩士亞洲大學
健康產業管理學系健康管理組
100
Before the implementation of National Health Insurance, all levels of hospitals in Taiwan vigorously grew. Until 1990, there were a total of 820 hospitals in Taiwan. After the implementation of NHI, some small and medium-sized hospitals decreased in numbers, due to withdrawing from the market, or having been merged by large hospitals. By the end of 2010, there were only 508 hospitals. For small and medium-sized hospitals, they actively seek for cooperation, support and assistance with the large hospitals for survival in the healthcare system. This study mainly explores, the strategy models developed by the hospitals in different ownerships and scales, and analyze the types of alliances, and patterns of operation of strategic alliances among hospitals. The results could be an useful references for hospitals in implementing overall strategic planning and operation. The source of data were 13 high-ranking executives, who had been involved in the decision-making in the hospital which were well-known in their strategic alliances. The feature of questionnaires were categorized into four types: small hospital (n=5), large hospital (n=6),cross-industry alliance (n=1), franchise (n=1). Furthermore, the study conducted in-depth individual interviews, and collected secondary data. The results showed: 1) the main reasons for hospitals to seek strategic alliance were in competition with outside environment and establishing cooperative mechanism to share markets to survival; 2) the main types of cooperation were cosharing services, contract management and delegated management; 3) the key for success of alliance were: the competitiveness, increasing market share, improvement of financial situation, transformation of hospital and sustainable operation; 4) the advantages of alliance were: perfecting management system, sharing information systems to improve referral system, corecruit the necessary physician manpower, alliance members being able to provide mutual assistance and advices in evaluations, joint purchasing of medical devices and medicines to cut the costs significantly, more flexible adjustment of health insurance quota and the enhancement of hospital reputation and brand name. Strategic alliance is one of main methods for hospitals to overcome difficulties and survive. However, in order to achieve the goals of alliance, the hospitals should provide themselves sufficient time to analyze the problems and clarify the focuses of alliance development. Also both parties should devote and cooperate sincerely on the basis of mutual trust to integrate their will and mind to achieve the success of alliance operation. The cross-industry alliance is a reciprocal cooperation model between industries in which with the premise of exchange of resources and meeting need, Both parties are in pursuit of more multiple development. The alliance steps should be “working items” planning first, then “personnel” coorportion next to seek for the optimal performance.
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Huang, Yu Ting, and 黃郁婷. "What Causes the Strategic Alliance Failures." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/47377w.
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碩士國立臺北科技大學
經營管理系碩士班
103
Companies frequently use strategic alliances to survive in a competitive market. However, strategic alliances failure is about 40%. The purpose of this research is to understand strategic alliance failures. This study analyzed 136 companies, which took strategic alliances from 2000 to 2012. Companies&;#39; past financial figures were used to evaluate performances, including size, free cash flow, Tobin&;#39;s Q and debt ratio, etc. Its different past form qualify factors of decision-making researches, this study form financial quantity data research results showed that in Taiwan stock market, free cash flow and debt ratio before alliances are significantly positive. This suggests that firm managers seeking for alliances can evaluate companies past financial figures or specifically analyze their free cash flow and debt ratio for an effective collaboration in competitive business environments.
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Fang, Sue-Mei, and 房樹梅. "Strategic Alliance and Social Capital: Case Study of Alliance of Hospitals." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/61064087000322463080.
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碩士國立暨南國際大學
國際企業學系
92
Hospitals in Taiwan have encountered a series of management challenges since the National Health Insurance System was exerted in 1995. The fluctuating payment mechanism and conditions, uncertain environments, accompanied with other implicit or explicit factors arose us an urgent management issues. Under this context, strategic alliance that hospitals attempt to synthesize the medical resources has become one of the prominent tactics. This research aimed to examine and clarify how collaboration or interaction proceeded between medical organizations based on the social capital theory. By interviewing and analyzing two hospital cases, the 8 key propositions that derived from our induction may provide a model of practical strategic alliance for future references.
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Chen, Yu-ting, and 陳妤婷. "A Study on the Management Performance of Hotels Strategic Alliances---A case of Formasa Trip Strategic Alliance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/56341799066174391117.
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碩士南華大學
旅遊事業管理學研究所
91
This study is designed to understand the relationship of the image of strategic alliances、customer value、performance of alliances member、manager behavior、performance of strategic alliances, the objective is to study the performance of Formasa Trip Strategic Alliance. A questionnaire is developed and distributed to the alliances members of Formasa Trip Strategic Alliance. Totally 60 effective questionnaires are analyzed by descriptive statistics, one-way ANOVA, chi-square test, Factor Analysis, Pearson product-moment correlation and Path analysis. The findings of the study are：The most alliances members establish over fifteen years. The predominant motive for joining alliances is the expansion of the customer base and the latent problem of alliances is the level of alliances members is different . The manager behavior have direct effect on the image of strategic alliances and customer value. The image of strategic alliances、manager behavior and customer value have direct effect on performance of strategic.
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Liao, Hsin-Yi, and 廖心怡. "The performance of strategic alliance in Taiwan banking industryThe performance of strategic alliance in Taiwan banking industry." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/37680976166878008853.
Full textAbstract:
碩士嶺東科技大學
財務金融研究所
94
In recent years, banking industry faces financial liberalization and internationalization, resulting in the strong competition and profit shrinkage. Thus, banks need to propose more aggressive strategy for future development. Strategic alliance would be a good scheme to enhance bank’s competitive advantages and also to create value and synergy for banks. Event study is used to explore the announcement effect of strategic alliance on bank’s short-term performance measured by stock abnormal returns. The samples used in this research include listing banks in Taiwan TSE and OTC from 2000 to 2005. The purpose of this paper aims to examine whether abnormal returns exist following the announcement of strategic alliance of banks. The announcement effect is also further compared by domestic vs. foreign alliance, and intra- vs. inter-industry. In addition, applying for three factors model proposed by Fama and French (1993), we also investigate the long-term performance after announcing strategic alliance for banks in Taiwan. The result found that short term announcement effect does not significantly exist in the strategic alliance in Taiwan banking industry regardless of domestic or foreign, intra or inter industry. In addition, the long-term stock performance three years following strategic alliance is also investigated by adopting three-factor model of Fama and French（1993）. The result shows that there exists better performance after announcing the strategic alliance, especially for cumulative returns up to 2 years after the strategic alliance announcement. The long term performance does produce significantly negative return premium after the alliance announcement.
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Cheng, Hung-Wei, and 鄭弘韋. "A Research on Strategic Alliance Partnership for Lemon Industry – A Case Study of Taiwan Lemon Strategic Alliance." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/95052263072876967468.
Full textAbstract:
碩士國立中興大學
農業推廣教育研究所
94
Abstract Lemon is the important fruit tree in Kauhsung and Pingdong. However, the sales quantity is low in summer when the production volume is high. The best and long-term solution is to increase export sale volume through strategic alliance rather then single fight. Yet, the most difficulty is to build up a powerful partnership within the members. There are few researches on co-operative and competitive intent within the partnership. Hence, this study is focused on the partners’ co-operative and competitive intent as well as their resources and abilities. Also, the differences of alliance realizable, the development potential of partnership are discussed. In this study, a case study of “Taiwan Lemon Strategy Alliance” is studied through interview and literature review. Suggestions to lemon industry based on this research are followed. In this research, it is discovered that “alliance is the only export channel”, “the alliance’s price bargain power”, “the power of the regional market control” and “the ability of expending global market” have strong complex and dynamic relationship with high co-operative and high competitive intent. It also shows that “market price information”, “the pest and cultivation management”, “evaluation standard”, “co-brand”, “hardware equipment” and “the support and application of pest control knowledge” have value creation potential with high level of co-operative intent and low level of competitive intent. “Central market management” affects value appropriation with a low level of co-operative intent and a high level of competitive intent. Moreover, it is found that “the ability of quality and safety improvement” and “the raise of purchasing price” make members have static relationship with low cooperative intent and low competitive intent. Furthermore, in the study of “the development potential of partnership”, “the expansion of global market”, “product development”, “and alliance resource allocation mechanism”, “market price information exchange” as well as the “field management knowledge exchange” and “the open information of export purchasing order” of “the connection within members” encourage “the development potential of cooperation partnership”. Furthermore, “the price control of the regional market” encourages “the development potential of dynamic relationship”.
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Lee, Bih-Yun, and 李碧雲. "A case study of strategic alliance in Taiwan’s central region hospital alliance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/36961685066923121693.
Full textAbstract:
碩士雲林科技大學
企業管理系碩士班
98
The present study is a case study for corporate self- diagnosis and improvement. The study focused on facing, tackling and solving problems evolved during the process in establishing and implementing Central Region Hospital Alliance, Department of Health, Central Laboratory, through the integration of 5 branch medical institutes (Taichung, Fongyuan, Chunghwa, Nantoe and Tsaoten nursery homes) located in 4 cities (Taichung county, Taichung city, Changhwa county and Nantoe county). The ultimate purpose of this study is to provide this pioneering case as a successful model. The Central Region Hospital Alliance, Department of Health, Central Laboratory, established in 2005, has successfully introduced the automatic laboratory analytic rail system based on medical ROT model. This innovative strategy not only completely changed the routine flowchart in medical laboratories but also altered the stereotypic well-recognized subordinate role of LIS to reveal its importance in medical laboratories. Followings are the critical factors for successful integration and establishment of the central laboratory: 1.The management mechanism of medical ROT system is one of the key successful factors, which should be designed by the core authority and expanded to the basic departments for substantial practice. 2.Under the framework of medical ROT cooperative system, government, contract industry and cooperative units should maintain good relationship and reach consensus in their goals. In addition, the full supports from the supervising institutes are also required. 3.The mutual trust and common concepts among the cooperative members are themajor factors which contribute to the success of medical ROT cooperative system. 4.The medical ROT cooperative system has successfully improved the insufficient linkage problems between software and hardware infrastructure of medical laboratories, as well as created economical achievements. 5.The establishment of supply chain supporting system should be included in the processing flowchart of medical ROT cooperative system.
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"Interdependence, cultural congruence, and social connectedness between alliance partners: the determinants of global strategic alliance survival." 1998. http://library.cuhk.edu.hk/record=b5889631.
Full textAbstract:
by Chan, Man-Kuen Christine.Thesis submitted in: July 1997.
Thesis (M.Phil.)--Chinese University of Hong Kong, 1998.
Includes bibliographical references (leaves 90-101).
Abstract also in Chinese.
ABSTRACT (ENGLISH) --- p.i
ABSTRACT (CHINESE) --- p.ii
ACKNOWLEDGMENT --- p.iii
TABLE OF CONTENTS --- p.iv
LIST OF TABLES --- p.vi
LIST OF FIGURES --- p.vii
Chapter CHAPTER I --- Introduction --- p.1
Chapter CHAPTER II --- Literature Review --- p.6
Strategic Aspect --- p.6
Cultural Aspect --- p.11
Social Aspect --- p.12
The Critique of Previous Research --- p.13
Chapter CHAPTER III --- Hypotheses --- p.18
Interdependence --- p.18
Cultural Congruence --- p.25
Social Connectedness --- p.32
Chapter CHAPTER IV --- Methodology --- p.38
Sample --- p.38
Measurement --- p.43
Statistical Methods --- p.54
Chapter CHAPTER V --- Results --- p.56
Hypotheses Testing --- p.56
Chapter CHAPTER VI --- Discussion and Conclusion --- p.74
Implications --- p.79
Limitations and Future Research --- p.82
Conclusion --- p.84
APPENDIX A --- p.87
Summary of the Literature on Global Strategic Alliance Survival --- p.87
REFERENCES --- p.90
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Liu, Chisyuan, and 劉騏瑄. "Mixed Bundling and Strategic Alliance in Duopoly." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/9944gb.
Full textAbstract:
碩士國立暨南國際大學
經濟學系
100
Following the framework of Economides (1993), I consider a model where producers of complementary goods have an option to practice mixed bundling in a duopoly market. Consumers make a joint consumption for a composite good (such as a computer with an installed operating system) as well as a separate consumption for a component good (such as computer hardware and software). I find that mixed bundling is a dominant strategy when the composite goods are not very close substitutes. However, when the composite goods are close enough, then no bundling would emerge as the market equilibrium. I also consider that producers of two component goods can form a strategic alliance by providing a price discount to those consumers who buy two component goods as a bundle, such as airline tickets and hotel rooms. I find that in most cases firms do not offer a discount for a bundle due to free-riding incentives.
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Jansen, Greig. "Woolworths-Engen. : is a strategic alliance feasible?" Thesis, 2003. http://hdl.handle.net/10413/2803.
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The ability to grow market share in a saturated market is often difficult if that market is stable. In a country that has an economy that is not performing, growth of a company is often vital so as to allow the prosperity of a company. One such way to grow is for the company to form strategic alliances with other companies that are strong where the other company is week and in so doing stimulate a competitive advantage. In retail store outlets and location play an important role in competitive advantage by creating" new markets" , and if these new markets could increase the companies existing market share, then this results in a win - win situation for the company. Often moving into new markets involves risks as it is the unknown. By making a move to sell product in two pilot project Woolworths-Engen forecourt stores, Woolworths are moving into a market where they can sell a product group HMR's (home meal replacements) where currently they have no close competitors, thus capitalizing. This move is heralded However as this is a totally new format of selling, Woolworths need to ascertain if brand integrity will be affected and whether such a project is more than just a good idea. It was found the NPV's and IRR's ( the way Woolworths evaluate projects and project feasibility) from a Woolworths perspective were both extremely positive. From Engen's position, this initiative brought about a substantial increase in both petroleum and food store sales for the two pilot projects, comparable with those figures prior to the pilot projects launch. Woolworths as a company were very interested in the qualitative results conducted by an independent consultant, as they were concerned about maintaining brand integrity. This fear was not founded as the survey done by actual customers shopping the pilot project stores show that customer confidence over Woolworths brand integrity was not affected. Instead customers enjoyed the convenience. The strength of this Alliance is that both members have brought to the part aspects where the other member currently does not perform. Woolworths bring their good food and strong brand name linked with market dominance and Engen bring their immense outlet network, and prime locations. i.e. the strategic fit between these two corporates is extremely strong. All parties involved in this venture namely Woolworths, Engen Head Office and the petroleum station dealer benefit financially from this initiative.Thesis (MBA)-University of Natal, Durban, 2003.
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蕭仁祥. "Management Performance Evaluation System of Strategic Alliance." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/38321186589587285132.
Full textAbstract:
碩士大葉大學
資訊管理研究所
89
In the influences of market globalization and technology fast changing, the enterprise will be edged out if it reply only on it’s own resource .The strategic alliance is a good way that enterprise can get more resources and improves it’s ability. Most enterprises in Taiwan are medium/miniature-sized enterprises. When Taiwan join in the WTO in the near further, the enterprise in Taiwan will face a large of tough competitor from all over the world. Therefore, all of enterprises hope to collaborate with other enterprises to improve their business ability. That is, strategic alliance is an important strategy for Taiwan enterprises to become international enterprises. By the impaction of difference culture among the enterprises or alliance member’s trust, strategic alliance always cannot achieve their expectant goals. That mean, it needs a performance evaluation method to identify the problems and improve the performance. Furthermore factors for performance evaluation of strategic alliance are often subjective and qualitative, but traditional numerical evaluation methods have some troublesome in this subjective and qualitative evaluation. Thus a method use of fuzzy sets to evaluate management performance of strategic alliance is proposed. This method is adaptive and simple in terms of evaluation and computation. It allows the evaluators to evaluate the performance directly using linguistic terms, and can add or change evaluation criterion, as they want.
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FANG, HU YU, and 胡育芳. "The Elementary Study of「yii」Strategic Alliance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/01921997354292560891.
Full textAbstract:
碩士亞洲大學
資訊與設計學系碩士班
98
In recent years， strategic alliance has become an avenue often used by industry to survive or pursue growth. Strategic alliance refers to voluntarily develop shared vision， operational procedures as well as working framework between two parties. In addition， mutual resources shared and rewards are also created. Further， the two parities obtain better development terms than before in the process of the alliance. This study was first executed throughout literature review to explore the development of Taiwanese craft industry， the way the industry transforms， communication approaches and models of industry marketing. Additionally， research theories and hypotheses were established by three relevant empirical cases discussed. This research was based on a change project for culture and creativity named “Yii” assigned by Cultural Development Committee of Executive Yuan， and implemented by Taiwan Design Centre and Taiwan Craft Institute. This research was progressed within two－ phased periods， and the collaborative craftsmen and designers were chosen as survey recipients. The primary methodology employed in this study was interviews， including mail， face－to－ face and e－mail interviews combining with telephone. Besides， the reasons， models and benefits of strategic alliance were involved in the content of interviews. The project participants came to a consensus throughout strategic alliance to develop more exquisite craftwork in order to live up to some goals such as traditional and modern combination， resources embedded and value－added. Further， the result indicates some factors could affect the collaboration， inclusive of partner selection， different recognition for characteristics of material， and a lack of performance assessment approach of strategic alliance. The recipients suggested that the challenges facing the craft industry might be solved by establishing association and outsourcing the management. The conclusions of this research could provide insights into theoretic testaments and empirical suggestions for both researchers and practitioners.
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Cheng, Yu-Chen, and 鄭宇呈. "Strategic Alliance Study from SME Supply Chain." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/48786270085714955804.
Full textAbstract:
碩士逢甲大學
經營管理碩士在職專班
97
From literature review, in terms of supply chain of SME, strategic alliance could help to solve the SME limited resource issues. Thus, this research was based on emerial study with a SME fabric manufacturer with its supply chain in order to understand strategic alliance feasibility in SME supply chain. This study was with questionnaires by descriptive statistic analysis and relative analysis. The results were found as listed below: 1. New product development, quality issues and delivery requirements could only be achieved by close relationship with suppliers. 2. Strategic alliance concept and types were generated from new product development, quality and delivery requirements. 3. Due to specific product features, quality and cost down, it needed to have good interaction with specific suppliers. In terms of competitors, the cooperation will have resource supplement. 4. Customer cooperation is significant with supply chain cooperation. New product development and market development. 5. Strategic type feasibility: SME cares trust and promise of both sides. Long term cooperation between manufacturers is significant with new product development. SME should take care of members in this strategic alliance to receive expected performance. From a manufacturer aspect, strategic alliance is for resource supplement to solve technique exchange and competiveness and cost issues as well as management cabablity improvement.
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Lai, I.-Hung, and 賴宜鴻. "Long-run performance of strategic alliance announcement." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/38583623837914886401.
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碩士國立成功大學
國際企業研究所碩博士班
90
Abstract This study investigates the long-run performance of American firms entering international strategic alliances from 1989 to 1998. The evidences suggest that firms experience significant reduction of equity beta which seems to result from reduction of asset beta rather than financial leverage. We also find that cash flow increase significantly after entering strategic alliances indicating that firms improve operating performance. In addition, we examine the three-year holding period return of strategic alliance announcing firms and find significantly positive return which is better than industry comparison firms.
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Huang, Kang-Jin, and 黃康晉. "Market Microstructure Characteristics around Strategic Alliance Announcements." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/57024396288236058177.
Full textAbstract:
碩士國立成功大學
國際企業研究所碩博士班
93
This study analyzes 321 strategic alliances formed during the period 2000-2002. Using the event study and cross-sectional regression methodologies, we empirically analyze why abnormal return generates for firm stockholders around strategic alliance announcements in the view of market microstructure characteristics. Consistent with our expectation, the abnormal return is caused by increasing inventory cost of spread because information asymmetry cost is mitigated by public strategic alliance announcements during the event period. The increase liquidity and different volatility of larger strategic partners and smaller strategic partners also confirm our hypotheses. Besides, for firms of technological alliances or not and horizontal alliances or not have different market microstructure characteristic circumstances during the event period. Further, firm size and growth opportunity play critical roles in our study. Finally, this paper confirms previous studies about strategic alliance announcements and our study is also the first one to empirically investigate the market microstructure characteristics around strategic alliance announcements.
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Thuy, Pham Thi MInh, and 范氏明翠. "CUSTOMER PURCHASE INTENTION TOWARDS STRATEGIC ALLIANCE PRODUCT." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/77814467062144587186.
Full textAbstract:
碩士南台科技大學
企業管理系
98
One of the fastest growing trends for business today is the increasing number of strategic alliances. According to Booz-Allen & Hamilton, strategic alliances are sweeping through nearly every industry and are becoming an essential driver of superior growth. In addition, innovation in technology has become more diversified, this leads to the increasing phenomenon of forming strategic alliances among high-tech companies. Based on the un-sufficient of previous researches, the current paper pays attention on Strategic alliance product (SAP), which is normally the result of strategic alliances. The study will utilize technology acceptance model (TAM) in integration with fit factors (Product fit, Brand fit, Country of origin fit) to explore customer purchase intention toward SAP. With this purpose, the study will be achieved by testing the influences of TAM elements (Perceived ease of use, perceived usefulness) and fit factors (brand fit, product fit, country of origin fit) on customer attitude. Data was collected from 539 students of seven different departments in Southern Taiwan University. Confirmatory factor analysis (CFA) with Amos 6.0 was carried out to ensure validity and reliability of measurement constructs. Then, Structural equation modeling (SEM) is used to test the structural relationships among variables. The result reveals that TAM model and fit factors have significant effect on the customer attitude toward strategic alliance product, which in turn has critical effect on customer intention. This finding will be useful contribution for consumer behavior literature and proving a foundation for further academics and practical research in marketing and management.
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Cheng-FangYu and 余承芳. "Information Technology Capacity and Strategic Alliance Performance." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/krpfkj.
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Huang, Shu-chun, and 黃琡珺. "The Study of the Relationship Among the Strategic Alliance, Alliance Partners'' Guanxi, Trust, Alliance Performance and Future Cooperation." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/82205076134532196065.
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博士國立中山大學
企業管理學系研究所
94
The purpose of this research is to discuss the Guanxi among the partners of strategic alliance, the influence on the degree of the trust among the strategic alliance partners caused by Guanxi, and the influences on the alliance performance and on the willing to cooperate in the future caused by the degree of the trust. As the internationalization and liberalization developing, many industries aware of the limitation of their own resources. A company is no longer able to compete with others alone, so they try to forge the strategic alliances to get the important resources to achieve their strategic goals. On the other side, the operation of the strategic alliances is deeply influenced by the trust and the interactions among partners. This trust could be broken due to the major differences on the organization cultures and on the management style in different partners, or due to the bad communications. The alliance could be broken because of the lack of the trust. The relationship between Guanxi and Chinese sociality is very closed. For Chinese enterprises, the development of the Guanxi can be the mechanism to overcome both the completion and the shortage of the resources. The managers in Chinese sociality are specially good at manipulate the Guanxi to construct the trust in an organization. They not only rely on the original Guanxi of the relatives and the acquaintances, but also expand the area of connections among people via the introduction of the intermediates. If both managers of two companies of strategic alliances have the interpersonal Guanxi, the degree of the trust between the strategic alliance partners will be higher. This research not only builds a theoretical framework by making a complete survey, but also verifies this framework by collecting and analyzing 112 effective questionnaires according to the structural equation model, SEM. The results show that the differences of basic types of the Guanxi among the alliances will be affected by the degree of the closeness and by the degree of the trust (including benevolence trust and credibility trust, from family, acquaintances, to strangers, in the descending order). The past cooperative experience of the alliance partners and the common interpersonal relationship are also able to affect the degree of the trust. There are also positive influences on the alliance performance for the degree of the trust among alliances (including the degree of satisfaction on the cooperative relationship and the degree of completion of the goals). And this degree of the trust among the alliances and the alliance performance are of the positive influences on the willing for alliances to cooperate in the future. Because the strategic alliance in essence is both competition and cooperation, the companies must carefully consult and discuss with each other when progressing the forge of the strategic alliances. Based on the Guanxi, the alliance partners should enhance the trust and the understanding between each other. If the alliances partners could be sufficiently trusted, it is believed that the alliance performance can be improved and the win-win can be fully achieved.