When do experiences create value in domestic strategic alliance

• Main Authors: Feng-Haw Chen, 陳蜂灝
• Other Authors: Shao-Chi Chang
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/02730359752153491864

碩士 === 國立成功大學 === 財務金融研究所 === 90 === I use an organizational learning perspective to examine how the nature, performance and timing of a firm’s strategic alliance experience help it to learn how to select the right strategic alliance. I predict the performance of 587 strategic alliances made by 96 firms in several industries between 1994 and 1998. Results show that there is an inverted U-shaped relationship between the time elapsed between prior strategic alliances and focal strategic alliance performance. There is an inverted U-shaped relationship between the time elapsed between the focal strategic alliance and the one before it and focal strategic alliance performance. Besides, the presence of small losses in prior strategic alliances has a positive impact on focal strategic alliance performance, while the impact is marginal significant. However, the effects of the similarity of prior strategic alliances are not significant.