A study on Strategic Alliance in the Aerospace industry through Balanced Scorecard ─with S Company as an Example

• Main Authors: Chiao-Yang, 楊交
• Other Authors: Yung-Chung Chen
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/98894834982347390134

碩士 === 樹德科技大學 === 經營管理研究所 === 96 === The aerospace industry is one of the strategic industries in Taiwan. Aerospace industry is characterized by its very high entry barriers, technology, labor and capital-intenisve attributes. How to integrate the external resources into the enterprise is an important issue for the aerospace industry. The strategic alliance is a formal relationship formed between two or more parties to pursue a set of agreed upon goals or to meet a critical business need while remaining independent organizations. The enterprise can get more resources and improves it’s ability through strategic alliance. Especially for the aerospace industry in Taiwan, where the market and natural resources are limited, actively seeking for the opportunities of strategic alliances could help Taiwanese companies not only compete with other large foreign enterprises but also involve themselves on the stage of the world aerospace industry. One purpose of this study is to explore whether the strategic alliance in the aerospace industry can successfully improve its performance or not using the balanced scorecard.