成功大學博碩士論文系統

簡易檢索 / 詳目顯示

回結果列表

研究生：	呂政陽 Lu, Cheng-Yang
論文名稱：	研發策略聯盟之偶對特性對其創新成果之影響效果---以ICT產業為例--- The Effect of Characteristics of Learning Dyads on the Innovative Outcome in R&D Alliances:An Analysis of Alliances in ICT Industry
指導教授：	吳學良 Wu, Hsueh-Liang
學位類別：	碩士 Master
系所名稱：	管理學院 - 企業管理學系 Department of Business Administration
論文出版年：	2007
畢業學年度：	95
語文別：	英文
論文頁數：	39
中文關鍵詞：	夥伴選擇、組織學習、學習聯盟、創新績效、偶對關係
外文關鍵詞：	organizational learning, dyad, R&D alliance, disparity
相關次數：	點閱：88 下載：4
分享至:	分享至facebook 分享至twitter

查詢本校圖書館目錄查詢臺灣博碩士論文知識加值系統勘誤回報

在知識經濟的時代下，組織間的競爭已由過去的以資源為基礎的競爭，逐漸轉變為以知識為基礎的競爭。現今快速變化的商業環境使得廠商必須向外部取得知識，以期能夠即時地對環境的變化做出回應。因此，組織間便開始形成一股策略聯盟的風潮，尤其是所謂的學習聯盟。
本研究主要探討在這股學習聯盟的風潮下，組織間學習成效、知識移轉效果或創新成果的相關影響因素。從偶對層次的角度探討策略聯盟中，組織所形成的學習偶對（learning dyad）的特徵對於其間聯盟後學習成果或創新成果之影響。本研究所探討的相關偶對特徵有：偶對的總知識基礎存量、知識基礎的差異、偶對組織的規模差異及其聯盟前所形成的互動關係。藉由這些特徵對其聯盟後學習創新成效的研究，期望能提供組織未來在聯盟夥伴選擇上的參考準則。
本研究針對資訊、運算及通訊產業(information, computing, and telecommun -ication industry, ICT industry)中的硬體生產廠商所組成的研發學習聯盟為主要研究對象，最後樣本數為177對偶對關係。經由本研究的結果，我們發現在本研究的樣本中，擁有較多知識基礎存量的偶對及具有先前合作經驗的偶對在形成研發學習聯盟後會有較多創新學習產出。組織可藉此結果，於形成策略聯盟時，藉由夥伴的選擇來創造出較有利於學習創新的聯盟環境，以提昇學習研發聯盟的績效，以達成聯盟目標。

Competition is increasingly knowledge-based recently. Collaborative R&D alliances have become prevalent in today’s business world. This paper explores the relationships between the learning outcome and the characteristics of dyadic partners, including their technological base, technological disparity, size disparity, and prior partner-specific alliance experience. Using a data set consisting of 177 dyads drawing from the collaborative R&D alliances in information, computing, telecommunication (ICT) industries, we find that some of these determinants play an important role in the interorganizational knowledge transfer, but some do not. Results revealed that in ICT industry the dyadic partners with greater stock of knowledge accumulated before will have higher rate of innovation, measured by the count of successful jointly applied patents, after the formation of collaborative R&D alliance. In addition, the results showed that the pair of firms in the focal dyad with prior partner-specific alliance will also have greater rate of innovation after the formation of R&D alliance. These findings indicate that firms can enhance their dyadic learning performance through allying with knowledge-abundant candidates or through recurrently allying with candidates with prior collaborative experience.

Table of Contents
摘要--------------------------------------I
Abstract----------------------------------II
致謝--------------------------------------III
Table of Contents-------------------------IV
List of Tables----------------------------VI
List of Figures---------------------------VII

Chapter 1 Introduction--------------------1
	
Chapter 2 Theoretical Background and Development-------4
2-1. Theoretical Background----------------------------4
2-1-1. The changing attitude of firms to knowledge-----4
2-1-2. Cooperative R&D alliance and organizational learning-----------------5
2-1-3. Factors influencing organizational learning-----8
2-2. Theoretical Development---------------------------11
2-2-1. Technological base of dyads and their learning outcome------------------11
2-2-2. Technological disparity of dyads and their learning outcome------------------12
2-2-3. Prior ties of dyads and their learning outcome-------------------------------13
2-2-4. Size parity of dyads and their learning output-------------------------------14

Chapter 3 Methodology-----------------------------------17
3-1. Data-----------------------------------------------17
3-2. Measures-------------------------------------------18
3-3. Variables------------------------------------------21
3-3-1. Dependent Variable-------------------------------21
3-3-2. Independent Variables----------------------------21
3-3-3. Control Variables--------------------------------23

Chapter 4 Empirical Results-----------------------------24
4-1. Empirical Results----------------------------------24

Chapter 5 Discussion and Conclusions--------------------28
5-1. Discussions----------------------------------------28
5-2. Conclusions----------------------------------------30
	
References----------------------------------------------32

Appendix One: ICT producing industries------------------38

List of Tables

Table 1. Descriptive statistics-------------------------23
Table 2. Correlation coefficients matrix----------------24
Table 3. Negative binomial regression model-------------25

List of Figures

Figures 1. Research Framework---------------------------16
                                    

References
1. Andrew Inkpen. Learning, knowledge acquisition, and strategic alliances. European Management Journal Vol. 16, No. 2, pp. 223-229 (1988).
2. Andrew Inkpen. Knowledge, bargaining power, and the instability of international joint ventures. Academy of Management Review; Jan 1997; 22 (1997).
3. Anthony Goerzen and Paul W. Beamish. The effect of alliance network diversity on multinational enterprise performance. Strategic Management Journal, 26: 333-354 (2005)
4. Arino A, de la Torre J. Learning from failure: towards an evolutionary model of collaborative ventures. Organization Science 9(3): 306-325. (1998).
5. Barney, J. B. Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32(10), pp. 1231-1241. (1986).
6. Barney, J. B. Firm resources and sustained competitive advantage. Journal of Management 17(1): 99-120. (1991).
7. Buckley, P. J. Alliances, technology and markets: a cautionary tale. In Buckley, P. J. Studies in International Business. London: Macmillan. (1992).
8. Conner, K. and C. K. Prahalad A resource-based theory of the firm: knowledge versus opportunism. Organization Science, 7(5), pp. 477-501. (1996).
9. Constance E. Helfat. Know-how and asset complementarity and dynamic capability accumulation: the case of R&D. Strategic Management Journal, Vol. 18:5, 339-360. (1997).
10.Contractor FJ, Lorange P. Why should firms cooperate? The strategic and economics basis for cooperative ventures. Cooperative Strategies in International Business, Contractor FJ, Lorange P (eds) Lexington Books: Lexington, MA; 3-30. (1988).
11.David C. Mowery, Joanne E. Oxley and Brian S. Silverman. Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, Vol. 17 (Winter special issue), 77-91. (1996).
12.De la Sierra, C. M. Managing global alliances: Key steps for successful collaboration. Addison-Wesley, New York. (1995).
13.Dierickx, L and K. Cool. Asset stock accumulation and sustainability of competitive advantage. Management Science 35. pp. 1504-1511 (1989).
14.Doz, Y. The evolution of cooperation in strategic alliances: Initial conditions or learning processes. Strategic Management Journal, Summer Special Issue, 17, pp. 55-84. (1996).
15.Doz Y, Hamel G. Alliance advantage. Harvard Business School Press: Boston, MA. (1998).
16.Doz Y, Santos J, Williamson P. From global to metanational: how companies win in the knowledge economy. Harvard Business School Press: Boston, MA. (2001).
17.Dyer, J. and H. Singh. The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), pp. 660-679. (1998).
18.Ergas H. Does technology policy matter? In Guile, B. B., and Brooks, H. (Eds.), Technology and global industry: Companies and nations in the world economy. Washing ton D.C: The National Academies of Sciences. (1987).
19.Gautam Ahuja and Riitta Katila. Where do resources come from? the role of idiosyncratic situations. Strategic Management Journal, 25: 887-907 (2004).
20.Grant, R. M. and C. Baden-Fuller. A knowledge-based theory of inter-firm collaboration. Best Paper Proceedings 1995, Academy of Management, pp. 1661-1707. (1995).
21.Gulati R. Social structure and alliance formation patterns: a longitudinal analysis. Administrative Science Quarterly 40: 619-652. (1995a).
22.Gulati R. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal 38(1): 85-112. (1995b).
23.Gulati R., and M. Gargiulo Where do interorganizational networks come from? American Journal of Sociology, March, pp. 177-231. (1999).
24.Harrigan K. Managing for joint venture success. Praeger: New York. (1985).
25.Harrigan, K. R. Strategic alliances and partner asymmetries. Management International Review, 28, pp.53-72. (1988).
26.Hedlund, G. H. A model of knowledge management and the N-form corporation. Strategic Management Journal, 15: 73-90. (1994).
27.Hennart J. A transaction cot theory of equity joint ventures. Strategic Management Journal 9(4): 361-374. (1988).
28.Henri A. Schildt, Markku V.J. Maula, and Thomas Keil. Exploitative learning from external corporate ventures. Entrepreneurship Theory and Practice, July 2005. 493-515. (2005).
29.Jaideep C. Prabhu, Rajesh K. Chandy, & Mark E. Ellis. The impact of acquisitions on innovation: poison pill, placebo, or tonic? Journal of Marketing, Vol. 69, 114-130 (2005).
30.Jeffrey J. Reuer, et al. Post-formation dynamics in strategic alliances. Strategic Management Journal, 23: 135-151. (2002).
31.Jemison, D. B., and Sitkin, S. B. Corporate acquisitions: a process perspective. Academy of Management Review, 11: 145-163. (1986).
32.Joan Penner-Hahn and J. Myles Shaver. Does international research and development increase patent output? an analysis of Japanese pharmaceutical firms. Strategic Management Journal, 26. 121-140 (2005).
33.Joanne E. Oxley and Rachelle C. Sampson. The scope and governance of international R&D alliances. Strategic Management Journal, 25: 723-749 (2004).
34.Keith W. Glaister and Peter J. Buckley. Strategic Motives for international alliance formation. Journal of Management Studies 33:3 May 1996 0022-2380 pp. 301-332 (1996).
35.Lane and Lubatkin. Relative absorptive capacity and interorganizational learning. Strategic Management Journal, Vol. 19 461-477. (1998).
36.Leonard-Barton D. Wellsprings of knowledge: building and sustaining the sources of innovation. Harvard Business School Press: Boston, MA. (1995).
37.Lori Rosenkopf and Atul Nerkar. Beyond local search: boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management Journal, 22: 287-306 (2001).
38.Mariko Sakakibara. Formation of R&D consortia: Industry and company effects. Strategic Management Journal, 23: 1033-1050. (2002).
39.Massimo G. Colombo. Alliance form: a test of the contractual and competence perspectives. Strategic Management Journal, 24: 1209-1229. (2003).
40.Michael A. Hitt et al... Partner selection in emerging and developed market contexts: resource-based and organizational learning perspectives. Academy of Management Journal, 2000, Vol. 43. No. 3, 449-467. (2000)
41.Mitchell W, Singh K. Survival of businesses using collaborative relationships to commercialize complex goods. Strategic Management Journal 17(3): 169-196. (1996).
42.Morten T. Hansen and Bjorn Lovas. How do multinational companies leverage technological competencies? Moving from single to interdependent explanations. Strategic Management Journal, 25: 801-822. (2004).
43.Nakamura M, Shaver JM, Yeung B. An empirical investigation of joint venture dynamics: evidence from U.S.-Japan joint ventures. International Journal of Industrial Organization 14: 521-541. (1996).
44.Nonaka I, Takeuchi H. The knowledge-creating company: how Japanese companies create the dynamics of innovation. Oxford University Press: New York (1995).
45.Noushi Rahman. Duality of alliance performance. The Journal of American Academy of Business, Cambridge, Vol. 10, Num. 1 (2006).
46.Pakes A. On patents, R&D, and the stock market rate of return. Journal of Political Economy 93(2): 390-409. (1985).
47.Parkhe, A. Strategic alliance structuring: a game theoretic and transaction cost examination of interfirm cooperation. Academy of Management Journal, 36(4), pp. 794-829. (1993).
48.Peter J. Lane, Jane E. Salk and Marjorie A. Lyles. Absorptive capacity, learning , and performance in international joint ventures. Strategic Management Journal, 22: 1139-1161. (2001).
49.Peter J. Lane and Michael Lubatkin. Relative absorptive capacity and interorganizational learning. Strategic Management Journal, Vol. 19 461-477. (1998).
50.Porter, M. E. and Fuller, M. B. ‘Coalitions and global strategy’. In Porter, M. E. (Ed.), Competition in Global Industries. Boston, MA: Harvard Business School. (1986).
51.Prashant Kale, Harbir Singh, and Howard Perlmutter. Learning and protection of proprietary assets in strategic alliances: building relational capital. Strategic Management Journal, 21: 217-237. (2000).
52.Prashant Kale, Jeffrey H. Dyer, and Harbir Singh. Alliance capability, stock market response, and long-term alliance success: the role of the alliance function. Strategic Management Journal, 23: 747-767. (2002).
53.Ranjay Gulati. Alliances and networks. Strategic Management Journal, Apr 1998; 19, 4. (1998).
54.Reich, R. B. and E. D. Mankin. Joint ventures with Japan give away our future. Harvard Business Review, 64(2), pp. 78-91. (1986).
55.Simonin BL. The importance of collaborative know-how: an empirical test of the learning organization. Academy of Management Journal 40(5): 1150-1174. (1997).
56.Tarun Khanna, Ranjay Gulati and Nitin Nohria The dynamics of learning alliances: competition, cooperation, and relative scope. Strategic Management Journal, Vol. 19. 193-210 (1998).
57.Toby E. Stuart. Interorganizational alliances and the performance of firms: a study of growth and innovation rates in a high-technology industry. Strategic Management Journal, 21: 791-811. (2000).
58.U.S. Department of Commerce. The Emerging Digital Economy II. Washington DC: Economics and Statistics Administration. (1999, June).
59.Wernerfelt, B. A resource-based view of the firm. Strategic Management Journal, 5(2), pp. 171-180. (1984).
60.Wesley M. Cohen and Daniel A. Levinthal. Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly; Mar 1990; 35, 1 (1990).
61.Wilfred Schoenmakers and Geert Duysters. Learning in strategic technology alliances. Technology Analysis and Strategic Management, Vol. 18, No. 2, 245-264. (2006).
Williamson OE. The economic institutions of capitalism: firms, markets, relational contracting. Free Press: New York. (1985).
62.Yves L. Doz. The evolution of cooperation in strategic alliances: initial conditions or learning processes?. Strategic Management Journal, Vol. 17, 55-83. (1996).
63.Zajac EJ, Olsen CP. From transaction cost to transactional value analysis: implications for the study of interorganizational strategies. Journal of Management Studies 30(1): 131-145. (1993).
64.Zollo, M., Reuer, J. J., and Singh, H. Interorganizational routines and performance in strategic alliances. Organization Science, 13: 701-713. (2002).

校內：立即公開
校外：2007-06-28公開

簡易檢索 / 詳目顯示

相關論文