臺灣博碩士論文加值系統

企業在尋求合作的過程中，夥伴的選擇對於聯盟的成功或失敗是重要的因素之一。過去研究大多探討夥伴選擇的標準，但較少針對夥伴間的配適度來探討其中對聯盟績效的影響。本研究採用策略配適和組織配適的觀點深入了解它們在聯盟關係裡的角色，並探討夥伴配適會透過智慧資本的累積和聯盟管理的效能兩種轉換機制對績效產生影響。策略配適的焦點著重在夥伴資源之重要性和互補性上；組織配適的焦點則著重在組織文化間的相容性。本研究採用個案訪談四家從事聯盟活動的公司。個案研究發現，策略配適會透過增加公司智慧資本的累積來促進聯盟目標的達成以及財務績效的增加；而組織配適則會透過提升對夥伴管制及協調的效果來增加聯盟的績效。由訪談結果可以瞭解夥伴配適在聯盟績效上具有其重要性，以及其影響聯盟績效的路徑。這些研究結果可提供有意進入聯盟的公司作為選擇夥伴時的重要指標。

In the information age, knowledge has become the key driving force for competitive success, which many enterprises have intended to obtain by having an inter-organization cooperation relationship. Understanding partner selection criteria prior to forming an alliance is important to improve the probability of a successful alliance. This study has proposed a model that puts partner selection criteria into two concepts of fit - strategy and organization between partners. Furthermore, the direct effect of partner fit and the indirect effect from translating mechanisms on the alliance performance are investigated. The strategic fit is characterized by a complementary resource of increasing and improving the knowledge capital to promote the alliance performance. The organization fit, which is characterized by compatibility, furthers the governance and coordination effectiveness to advance the alliance performance. This study has adopted case study methodology to investigate the research questions. The top managers of four firms who have entered a strategic alliance were interviewed by the use of an unstructured questionnaire. The results of the case study show that strategic fit and organization fit both have an influence on the accomplishment of a strategic objective and thus the financial performance. The results also point out that the strategic fit between partners increases the translation and accumulation of intellectual capital and then promotes the alliance performance. In addition, the organization fit between the partners advances the effectiveness of governance and coordination, and then further improves the alliance performance. These results show the importance of partner fit in a strategic alliance and investigate in-depth the influence of the two translation mechanisms of the value of intellectual capital and the effectiveness of governance and coordination between partner fit and alliance performance.

ABSTRACT....................................................................................................................I
ACKNOWLEDGEMENT.......................................................................................... III
TABLE OF CONTENTS.............................................................................................IV
CHAPTER ONE INTRODUCTION.............................................................................1
1.1 Research Background and Motivations………………............................................1
1.2 The Value of the Research…………...…………..…..............................................3
1.3 Research Objective...................................................................................................5
1.4 Research Procedure..................................................................................................6
CHAPTER TWO LITERATURE REVIEW.................................................................8
2.1 Definition of Constructs……………………………………………..…………….8
2.1.1 Strategic Alliance………………..………………………..........……….……….8
2.1.2 Partner Fit……………………………….. ...............................................................9
2.1.3 Strategic Fit…………….......................................................................................14
2.1.3.1. Resource Criticality and Resource Complementarity…………………....….…15
2.1.4 Organizational Fit……........................................................................................17
2.1.5 Intellectual Capital………………….....................................................................18
2.2.5.1 Human Capital, Structural Capital and External Capital…………………...…19
2.1.6 Governance and Coordination............................................................................20
2.1.7 Alliance Performance……………………………………..................…………22
2.2 Research Propositions Development………..……………..…......………………25
2.2.1 Strategic Fit and Intellectual capital.................................. ................................25
2.2.2 Strategic Fit and Alliance Performance...................................... .......................27
2.2.3 Organizational Fit and Governance and Coordination…………...........…..…...30
2.2.3.1 Organizational Fit and Governance. ................................... ........... ... ..........30
2.2.3.2 Organizational Fit and Coordination.............................. ........... ...... ............32
2.2.4 Organizational Fit and Alliance Performance.......................... .........................34
2.2.5 Intellectual Capital and Alliance Performance............................. .....................35
2.2.6 Governance and Coordination and Alliance Performance………........... ….…..38
2.2.6.1 Governance and Alliance Performance………………..….. ........... ...…...…….38
2.2.6.2 Coordination and Alliance Performance……...……………........... ......……....39
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY......................41
3.1 Conceptual Model................................................................................. ................41
3.2 Research Method................................................................................. ..................45
3.3 Questionnaire Design............................................................................. ...............47
3.4 Sample and Case Organizations………………................................... .................48
CHAPTER FOUR CASE STUDIES AND RESULTS...............................................51
4.1 Cases Description........................................................................ ..........................51
4.1.1 Chi Mei Optoelectronics Corp…………………...…………. ........... ......…….51
4.1.2 Sogo Team. Co. Ltd…………………………….......…...........………..……….57
4.1.3 Borica Co., Ltd……………………………………….. ............……………….65
4.1.4 Glaxo Smith Kline Co., Ltd………………………………......... .…….....…….71
4.2 Cases Analysis........................................................................... ............................88
4.3 Revised Model: Based on case findings……………….............. ........................103
CHAPTER FIVE DISCUSSION AND CONCLUSION................................. .........106
5.1 Theoretical Implications......................................................................... .............106
5.2 Management Implications..................................................................... ..............109
5.3 Contributions ………………................................................................... ...........110
5.4 Limitations and Future Research …………………...................... ......................112
REFERENCES...........................................................................................................114
Appendix A………………………………………………………….…….……..…132
Appendix B…………………………………………………………….….………..135

LIST OF TABLES
Table 4-1 Chi Mei Optoelectronics Corp…………………………….…. ....….....….77
Table 4-2 Sogo Team. Co. Ltd…………….…. ……….…. ……….…. ………..….79
Table 4-3 Borica Co., Ltd. ……………………………………………….….….….82
Table 4-4 Glaxo Smith Kline Co., Ltd…………………..….. ……….…. ……..…...85
Table 4-5 Proposition 1 Summary…………………………….….……...…….…...91
Table 4-6 Proposition 2 Summary………………………………….……….……...92
Table 4-7 Proposition 3a Summary……………………….….…….…..……….…...92
Table 4-8 Proposition 3b Summary………………………………….…….…..…...93
Table 4-9 Proposition 4 Summary…………………………………….….……..…...93
Table 4-10 Proposition 5 Summary…………………………………….……….....94
Table 4-11 Proposition 6a Summary………………………………….……...….…...94
Table 4-12 Proposition 6b Summary………………………………….…...………...95
Table 4-13 Propositions Summary………………………………….………….…...96

LIST OF FIGURES
Figure 1-1 Research Flow Chart………………………………. ……….…. ………..…..7
Figure 3-1 Conceptual Model……………………….…. ……….………………....44
Figure 4-1 Revised Model………………………………………………………...105

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