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研究生:陳彥豪
研究生(外文):Yen-Hao Chen
論文名稱:策略聯盟績效的決定因素:整合架構
論文名稱(外文):The determinants of alliance performance: an integrative framework
指導教授:趙必孝趙必孝引用關係
指導教授(外文):BIH-SHIAW JAW
學位類別:博士
校院名稱:國立中山大學
系所名稱:人力資源管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2008
畢業學年度:96
語文別:英文
論文頁數:128
中文關鍵詞:聯盟績效高階管理團隊的承諾人力資本管理跨界聯盟小組成員能力營運整合知識探勘機制組織文化整合
外文關鍵詞:TMT’s commitmentAlliance performanceboundary spanner teams’ capabilityoperational integrationhuman capital managementorganizational culture integrationknowledge exploration mechanism
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過去傳統資源基礎理論強調策略聯盟的功能如何獲取有價值的資源,並無法解釋複雜的策略聯盟整合機制。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,本研究從組織資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。

從組織資本的觀點,人力資本管理提供策略聯盟的組織架構的基礎,透過人力資本管理公司能直接正向影響營運整合並間接促進組織文化整合。人力資本管理亦能直接影響知識探勘機制,並間接影響組織文化整合。當聯盟夥伴間的文化能進行整合後,本次的聯盟績效也能因此而提升。

從社會資本的觀點,高階管理團隊的承諾能影響跨界聯盟小組成員的能力、知識探勘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向影響。而跨界聯盟小組成員的能力亦能正向影響知識探勘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。它能直接影響人力資本管理,並間接促進跨界聯盟小組成員的能力。此能力可以促成知識探勘機制的建立以促進雙方的合作。營運整合機制與知識探勘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。
As the traditional resource-based emphasis on the function of alliance to obtain the valuable resources, it can’t explain the complex alliance integrations completely. Using transaction cost theory to decrease opportunism can not help to build integrative mechanism of alliance. This study employs resource-based view 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.
Derived from theoretical origins of resource based view, organizational capital perspective and social capital perspective, and an integrative framework from a sample set of 208 further concludes six determinants that enable alliance to reach the original goals. This study uses structural equation model (SEM) to build up different models.
From the organizational capital perspective, this study does not only enter the IT variables, but also argues the importance of organization design, knowledge exploration mechanism and cultural integration. The human capital management provides the foundations of the organizational structure in alliance. Through the human capital management, the company can directly carry out the operational integration and indirectly promote the organizational culture integration. Human capital management also directly influences the knowledge exploration mechanism and indirectly affects the organizational culture integration. When partners integrate the organizational culture, the companies may increase the alliance performance.
From the social capital perspective, TMT’s commitment is a collective action to proceed with active connection, such as the boundary spanner team’s capability, knowledge exploration mechanism and organizational culture integration. Boundary spanner team’s capability that is positively influenced by TMT’s commitment is the valuable resources from the personal and networks. Boundary spanner team’s capability benefits the knowledge exploration mechanism and promotes the organizational culture integration. Finally, the organizational culture integration also produces the good alliance performance.
In the integrative model, TMT’s commitment is the important source of alliance activities. It can directly affect the human capital management. The management can accumulate the alliance capability and make the company possessing the integrated operation. Boundary spanner team’s capability helps to build up knowledge exploration mechanism to enhance cooperation. The operational integration and knowledge exploration mechanism both benefit the organizational culture integration and indirectly promote the alliance success.
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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