The Impact of Inter-Organizational Linkage Relationship and Linkage Strategy

• Main Authors: Yi-Chun Tung, 董逸群
• Other Authors: Shyh-Rong Fang
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/47793734829010021698

碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 91 === In recent years, due to the reason that interorganization linkage relationship has gradually changed from traditional, short-term and general deals to another form of long-term relationship and strategy alliance, which motivates the interaction and interdependence between organizations more frequent and important. Organizations must consider choosing / varying their strategies based on the existence of transaction cost attribute, except think how to establish its relationship quality under different types of interdependence and strategies of different regions. Therefore, this research focuses on how interorganization linkage relationship and strategy influence the organization’s relationship quality. Besides, it also probes into the effect of transaction cost’s moderation in relationship and strategies between organizations. Targeting domestic manufacturing, financial and service industries, this research acquires one hundred and sixty-seven valid questionnaires from factory owners. In the light of all data gathered from those questionnaires, the research outcome shapes from Factor Analysis, Cluster Analysis, Discriminant Analysis, Multiple Linear Regression Analysis and Hierarchical Moderator Regression Analysis. I. An enterprise will take diverse relationship strategy toward distinct types of interdependence. Due to the behavioral, coexistent or unilateral relationship between companies and their partners, domestic large-scale enterprises, whether belonging to manufacturing, financial or service industries, tend to adopt the long-term contract alliance strategy with low formality. Instead, when it is inclined to outcome, competition or bilateral interdependence relationship, any alliance with equity capital, such as fewer equity capital or joint venture, equals to proper interorganization linkage strategy and brings positive impact on relationship quality. II. Transaction Cost Attribute varies the influence of organization relationship on relationship strategy. When the organization puts in more exclusive transactional investment, under higher environmental uncertainties or decrease in possible partners, organizations which tends to be behavioral, coexistent or unilateral will choose the relationship strategy of minority equity capital with higher formality or a joint venture.