| Summary: | 碩士 === 淡江大學 === 國際貿易學系國際企業學碩士在職專班 === 94 === This research proposes a model of the relationships between the related complementary resources and the effectiveness of international alliances’ value-creating activities. Further investigation is taken on the moderation of the professional culture relevant to alliance value creation. This study also considers two forms of international alliances, technological alliance and marketing alliance.
The results of this research indicate that these international alliances do create value for shareholders that are consistent with the creation of intellectual capital. Attention to the two kind of alliances, technological alliances are potentially more beneficial than marketing alliances, and more likely to create intellectual capital. Marketing alliances are more likely to involve the change of stock price. This study also shows that the gains from alliances are not shared equally by all the partners.
About the professional culture relevant to alliance value creation typically will be the most disruptive. This study also shows that the professional culture can be divided two types in international technological alliances---scientific culture and technological culture. The difference of professional culture will lead to the alliance broke. In the other aspect, another professional culture can be divided two types in international marketing alliances---the culture of project staff and the culture of sales staff. This difference of professional culture hardly to lead to the alliance broke.
|
|---|
