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研究生：	陳淑惠 Chen, Sui-Hui
論文名稱：	Strategic Choice Model for Technology Alliance: An Empirical Study of the Semiconductor Industry in Taiwan Strategic Choice Model for Technology Alliance: An Empirical Study of the Semiconductor Industry in Taiwan
指導教授：	吳萬益 Wu, Wann-Yih 張淑昭 Chang, Su-Chio
學位類別：	博士 Doctor
系所名稱：	管理學院 - 企業管理學系 Department of Business Administration
論文出版年：	2002
畢業學年度：	90
語文別：	英文
論文頁數：	147
中文關鍵詞：	交易理論、模式選擇、科技聯盟、組織學習、資源本位
外文關鍵詞：	Transaction cost Theory, Model Choice, Resource-based Theory, Organizational Learning Theory, Technology Alliance
相關次數：	點閱：143 下載：2
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　　There are two major research objectives in this study. First, a contingency model of technology alliance is developed to examine competitive advantages through external technology acquisitions by firms operating in high-tech markets. Second, it proposes to address empirically the contingency implications of competency build-up focus and performance of an alliance model decision. Third, it aims to identify how contingency model of technology alliance is linked to competitive advantage development and management performance.

　　A conceptual framework based on transaction cost, strategic perspective, resource-based, and organizational learning was developed, and a questionnaire was developed to collect data required for validating the research model through a mail survey. Three influencing factors including alliance-specific, strategic, and organizational factors were used to examine alliance model choice decision. Competitive advantage in terms of strategic resource and core competence is identified to investigate how strategic fit between these influencing factors and technology alliance is linked to competitive advantage development and management performance.

　　The major findings of this study indicate first the strategic fit between absorption linkage, technology risk reducing orientation, scale economy and alliance model choice do have significant effects on firm’s acquiring its competitive advantages. These results seem to indicate that alliance orientation factors could be the dominant factors influencing firm’s competitive advantages. Second, the strategic fit between strategic factors and alliance model will lead better competitive advantages in high-tech industry. Third, the strategic fit between organizational capability and alliance model will lead to better competitive advantages. The organizational capabilities in this study include four factors: technological and learning capability, alliance experience, TMT operation experience, and risk seeking attitude. The results of this study indicate that firms with or without emphasize technological and learning capabilities do not perform differently on acquiring competitive advantages, regardless of whether firms adopting contract-based alliance mode or equity-based alliance mode. However, these results may need further validations. Finally, it is shown that product innovation capabilities have direct effects on business performance and innovation performance. Simultaneously, product innovation capabilities, together with quality management competence could affect on a firm’s overall business and innovation performance.

LIST OF TABLES……………………………………………………………………III
LIST OF FIGURES……..…………………….…………………………….……….IV
ABSTRACT………………..……………….…….…………………………………VI

1.INTRODUCTION……………………..……………………………………………1
　　1.1 RESEARCH BACKGROUND AND MOTIVATIONS…………………….1
　　1.2 RESEARCH OBJECTIVES………………………………………………….7
　　1.3 THE ORGANIZATION OF THIS STUDY……………………………….10

2.LITERATURE REVIEW…………………………………………………………11
　　2.1 LITERATURE REVIEW OF TECHNOLOGY ALLIANCE……………..12
　　2.1.1 DEFINITION OF TECHNOLOGY ALLIANCE……………………….14
　　2.1.2 THEORETICAL BACKGROUND……………………………………..14
　　2.1.2.1 TRANSACTION COST ECONOMIES………………….……….….14
　　2.1.2.2 RESOURCE-BASED THEORY………………………..…………….19
　　2.1.2.3 STRATEGIC CHOICE THEORY……………………………………25
　　2.1.2.4 ORGANIZATIONAL LEARNING THEORY………………………..31
　　2.1.2.5 SUMMARY……………………………………………………………36
　　2.2 LITERATURE REVIEW OF MODEL CHOICE…………………….……38
　　2.2.1 THEORETICAL BACKGROUND………………………………………38
　　2.2.1.1 ENTRY MODE THEORY…………………………………………….39
　　2.2.1.2 TRANSACTION COST EXPLANATIONS…………………………40
　　2.2.1.3 RESOURCE-BASED VIEW…………………………………………41
　　2.2.1.4 ORGANIZATIONAL LEARNING PERSPECTIVE…………….……41
　　2.2.1.5 SUMMARY………………………………………………………….…42
　　2.2.2 TECHNOLOGY ALLIANCE MODEL CHOICES………………………46
　　2.2.3 FACTORS INFLUENCE TECHNOLOGY ALLIANCE MODEL CHOICE.47
　　2.3 LITERATURE REVIEW OF COMPETITIVE ADVANTAGE………………51
　　2.3.1 DEFINITION OF COMPETITIVE ADVANTAGE………….……..……51
　　2.3.2 SOURCES OF COMPETITIVE ADVANTAGE…………..……………….52
　　2.3.3 TECHNOLOGY ALLIANCE AND COMPETITIVE ADVANTAGE……54

3.RESEARCH FRAMEWORK………………….……………………………………56
　　3.1 RESEARCH MODEL………………………………………..……………56
　　3.2 RESEARCH HYPOTHESES………………………………………………..57
　　3.2.1 INFLUENCING FACTORS AND TECHNOLOGY ALLIANCE MODEL 
　　　　CHOICE…………………………………………………………………57
　　3.2.2 ALLIANCE ORIENTATION, MODEL AND COMPETITIVE
　　　　ADVANTAGE…………………………………………………………...60
　　3.2.3 STRATEGIC FACTORS, MODEL AND COMPETITIVE ADVANTAGE.63
　　3.2.4 ORGANIZATIONAL CAPABILITIES, MODEL AND COMPETITIVE 
　　　　ADVANTAGE……………………………………………………………65
　　3.2.5 PERFORMANCE IMPLICATIONS OF A CONTINGENCY ALLIANCE 
　　　　MODEL……………………………………………………………………70
　　3.2.6 DYNAMIC CAPABILITIES AS COMPETITIVE ADVANTAGE AND 
　　　　MANAGEMENT PERFORMANCE………………………………………71

4.RESEARCH DESIGN AND METHODOLOGY……………………………………73
　　4.1 RESEARCH DESIGN………………………………………………………73
　　4.2 SAMPLING PLAN…………………………………………………………73
　　4.3 OPERATIONALIZATION OF RESEARCH VARIABLES………………74
　　4.3.1 MEASURES OF ALLIANCE ORIENTATION FACTOR…………….74
　　4.3.2 MEASURES OF STRATEGIC FACTORS………………………………75
　　4.3.3 MEASURES OF ORGANIZATIONAL CAPABILITY FACTORS….…….75
　　4.3.4 MEASURES OF TECHNOLOGY ALLIANCE MODEL…………………76
　　4.3.5 MEASURES OF COMPETITIVE ADVANTAGE…………………………76
　　4.3.6 MEASURES OF MANAGEMENT PERFORMANCE……………………77
　　4.4 QUESTIONNAIRE DESIGN……………………………………………78
　　4.5 DATA COLLECTION AND ANALYSIS…………………………………78

5.RESULTS OF QUANTITATIVE ANALYSIS………………………………………80
　　5.1 CHARACTERISTICS OF THE SAMPLE…………………………………80
　　5.2 FACTOR ANALYSIS OF THE MAJOR VARIABLES…………………81
　　5.2.1 FACTOR ANALYSIS OF ALLIANCE ORIENTATIONS…………………82
　　5.2.2 FACTOR ANALYSIS OF STRATEGIC FACTORS…………………83
　　5.2.3 FACTOR ANALYSIS OF ORGANIZATIONAL CAPABILITIES………83
　　5.2.4 FACTOR ANALYSIS OF COMPETITIVE ADVANTAGE……………..85
　　5.2.5 FACTOR ANALYSIS OF MANAGEMENT PERFORMANCE…….……86
　　5.3 HYPOTHESIS TESTING…………………………………………………87
　　5.3.1 INFLUENCING FACTORS AND TECHNOLOGY ALLIANCE MODEL 
　　　　CHOICE…………………………………………………………………87
　　5.3.2 ALLIANCE ORIENTATION, ALLIANCE MODEL, AND COMPETITIVE 
　　　　ADVANTAGE……………………………………………………………92
　　5.3.3 STRATEGIC FACTOR, ALLIANCE MODEL, AND COMPETITIVE 
　　　　ADVANTAGE……………………………………………………………95
　　5.3.4 ORGANIZATIONAL CAPABILITY, ALLIANCE MODEL, AND 
　　　　COMPETITIVE ADVANTAGE…………………….……………………98
　　5.3.5 PERFORMANCE IMPLICATIONS OF A CONTINGENCY ALLIANCE 
　　　　MODEL…………………………………………………………………102
　　5.3.6 DYNAMIC CAPABILITIES AS COMPETITIVE ADVANTAGE AND 
　　　　MANAGEMENT PERFORMANCE……………………………………106

6.CONCLUSIONS AND SUGGESTIONS……………………………………..…108
　　6.1 RESEARCH CONCLUSIONS………………………………….………..108
　　6.2 RESEARCH SUGGESTIONS………………………………….………..112

APPENDIX A: RESULTS OF CASE STUDy…………………………………….114
APPENDIX B: QUESTIONNAIRE………………………………………………..124
REFERENCES……………………………………………………………………130
                                    

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