| Summary: | 碩士 === 國立高雄第一科技大學 === 運輸倉儲營運所 === 93 === This study is focused on the operating performance of strategic alliance in Taiwan logistic industry, to discuss the impacts on performance in the aspect of strategic alliance partners selection, organization features, strategic alliance types and strategic alliance management, after logistics companies are in a part of strategic alliance. The study is focused on logistics companies in Taiwan and information are collected through questionnaires. Models are built by SEM (Structural Equation Model) and the collected data are analyzed by ANOVA (Analysis of Variance) and LISREL statistic software. The study was conducted from middle of March to middle of April 2005. 252 questionnaires in total are issued and 78 questionnaires are returned. 7 out of 78 questionnaires are ineffective. Effective returned rate is 30.95%.
The study shows that there is a significant correlation between strategic alliance partners selection and strategic alliance performance, strategic alliance management and strategic alliance performance, and strategic alliance partners selection and strategic alliance management. The study suggests that when conducting strategic alliance, logistics companies shall focus on three key elements: strategic alliance partners selection, strategic alliance management, and strategic alliance performance. The three elements will decide the result of strategic alliance.
The study indicates that there is no significant correlation between strategic alliance types and strategic alliance management, and strategic alliance types and strategic alliance performance. For those companies in which the strategic alliance is conducted through equity, the study suggests that these companies shall pay attention to strategic alliance management procedure and require its partner to inform the market status, submit performance evaluation report periodically, and evaluate the fairness of contributed resources and distributed earnings in order to reduce the investment risk and increase the company competency.
The organization features will not change the significant correlation level between strategic alliance management and strategic alliance performance. The study suggests that a higher strategic alliance performance would be achieved for those companies with 11 to 20 years experiences and the capital larger than NT. 500 millions
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