策略聯盟夥伴配適的管理：臺灣廠商之實證研究

Abstract

本研究採用合作過程與聯盟演進的觀點，認為結盟後夥伴間若維持良好的策略配適與營運配適，將有助於聯盟的成功；同時也認為聯盟環境的變動不利於結盟後夥伴間配適的維持，而聯盟管理能力能夠確保或提昇結盟後夥伴間的配適。本研究藉由問卷調查法，蒐集80個台灣廠商策略聯盟的樣本，利用PLS(Partial Least Squares)模型進行實證分析，得到下列的結論：(1)結盟後的夥伴間的策略配適與營運配適對合作滿意度有正面影響；(2)聯盟內部夥伴間的競爭性不利於結盟後夥伴間的營運配適；(3)相互調適、關係建構及衝突解決等聯盟管理能力，有助於提昇結盟後夥伴間的策略與營運配適。

Based on alliance process and evolution perspective, this study explores how the variation of alliance environment affect the fit between alliance partners after alliance formation and how alliance firm manage the dynamic of inter-partner fit. This study argued that the variation of alliance environment negatively affect inter-partner fit, the alliance management capability positively affect inter-partner fit, and good inter-partner fit will cause good alliance outcomes. Collecting 80 alliance samples of Taiwanese firms through survey and analyzing with PLS (partial least squares) model, this study concludes that: (a) Inter-partner fit positively influence collaboration satisfaction. (b) The competition between partners negatively affects inter-partner operational fit. (c) The mutual adapting, relationship building, and conflict resolving capabilities improve inter-partner fit.