本研究探討公司過去併購經驗對其參與聯盟後之績效表現的影響。我們認爲具有併購經驗的公司在聯盟後的表現會有所改善，因為透過過去的併購所開發的能力和技能可以有效地應用於聯盟管理，從而提升公司績效。此外，我們進一步研究資源相似性和聯盟治理如何影響公司併購經驗和聯盟成功間的關係。本研究分析168個聯盟事件，涉及82家美國製藥業的知名公司和135家來自不同行業的聯盟夥伴。我們採用線性迴歸來檢驗我們的假設，發現我們的論點並未得到支持。具體來說，是否具有併購經驗對公司在聯盟後的表現並無顯著的影響。此外，我們的研究發現資源相似性和聯盟治理在此情境中可能並不是個具有影響力的調節變數。

This study explores the impact of a firm’s prior acquisition experience on alliance outcome. We conjecture that firms with more acquisition experience achieve improved post-alliance performance, due to the capabilities and competencies developed through past acquisitions, which can be effectively applied to alliance management, thereby enhancing firm performance. We further examine how the impact of firms’ acquisition experience on alliance success is contingent on resource similarity and alliance governance. Our analysis consists of 168 observations, involving 82 established U.S.-based firms in the pharmaceutical industry and 135 partners from various sectors. Employing linear regression to test our hypotheses, we find no support for our arguments. Specifically, firms with acquisition experience do not demonstrate significantly better or worse post-alliance outcomes. Furthermore, our findings suggest that resource similarity and alliance governance do not serve as influential moderators in this context.

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