| Summary: | 博士 === 國立成功大學 === 企業管理學系碩博士班 === 97 === In the information age, knowledge has become the key driving force for competitive success, which many enterprises have intended to obtain by having an inter-organization cooperation relationship. Understanding partner selection criteria prior to forming an alliance is important to improve the probability of a successful alliance. This study has proposed a model that puts partner selection criteria into two concepts of fit - strategy and organization between partners. Furthermore, the direct effect of partner fit and the indirect effect from translating mechanisms on the alliance performance are investigated. The strategic fit is characterized by a complementary resource of increasing and improving the knowledge capital to promote the alliance performance. The organization fit, which is characterized by compatibility, furthers the governance and coordination effectiveness to advance the alliance performance. This study has adopted case study methodology to investigate the research questions. The top managers of four firms who have entered a strategic alliance were interviewed by the use of an unstructured questionnaire. The results of the case study show that strategic fit and organization fit both have an influence on the accomplishment of a strategic objective and thus the financial performance. The results also point out that the strategic fit between partners increases the translation and accumulation of intellectual capital and then promotes the alliance performance. In addition, the organization fit between the partners advances the effectiveness of governance and coordination, and then further improves the alliance performance. These results show the importance of partner fit in a strategic alliance and investigate in-depth the influence of the two translation mechanisms of the value of intellectual capital and the effectiveness of governance and coordination between partner fit and alliance performance.
|
|---|
