| Summary: | 碩士 === 國立成功大學 === 企業管理學系碩士在職專班 === 103 === Due to the global competition challenges are escalated and the individual company resource limitation problems, there are more and more companies acquire the complementary resource and ability from the alliance cooperation. The reasons of deciding the alliance cooperation is to acquire the new complementary resources or ability which cannot be transacted in the factor market. The other reason is the firms consider about the company future development and growing. However, the alliance capabilities become the key factors that allow the firms to select right partners, acquiring new resources or technology…etc. Finally, the firm will get the financial and Non-financial outcome from the alliance cooperation. In this research, we will take a T group cases from the machine tool industry to verify the follow three questions: (1) Take the theatrical view of alliance to verify the case companies alliance intention, motivation and patterns. (2) Verify the alliance capability from the value activities between the case companies, basing on the preformation and post formation stages (3) Verifying if the alliance partners’ company scale will affect the alliance capability outcome results or not. According to the research results, we can figure out as follow: The alliance intention and motivation of the three cases of companies are focused on the resource complementary and the company extension and development in the future. To the focal firm, they even focused on extending the group scale to minimize the cost and maximum the profit by supporting the value resource exchange. Furthermore, the T company created the alliance experience from ex-alliance cooperation with H company, then the T company tooled the same experience, and reaction in the next two alliance cooperation’s. The results are reflected to that the resource exchanging or value creation activities that input the complementary resource from T company shall be depended on the condition and communication capabilities of alliance partners’ . Finally, the research found the bigger company scale difference will positively affect the partners’ negotiation, governance, and inter-organizational learning performance.
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