結構平衡對聯盟形成及聯盟網絡對合資關係類型形成之探討

Abstract

在創新與技術能力的不斷提升是組織在超競爭時代維持競爭優勢的方式之一，而在全球高科技產業中，組織間的關係是多重與動態的，彼此間是合作與競爭關係的交替與並存。 因此在這樣的背景下，本研究結合了社會網絡理論、組織間多重關係與策略聯盟理論，在合作與競爭關係的界定下，探討組織、直接連結組織與間接連結組織三者間的結構平衡如何影響聯盟合作形成之可能性，除此之外亦探討組織在互補性合作網絡、實質競爭網絡與競爭性合作網絡的網絡位置如何影響合資關係之類型。 經過本研究的實證，得到了以下的研究發現。 1. 在合作關係的界定下，組織、組織的夥伴及夥伴的夥伴三者間的結構平衡與否將顯著地影響未來聯盟形成的可能，即三者在結構平衡的情況下，對於未來聯盟形成之機率顯著地高於三者在結構不平衡的情況。 2. 在競爭關係的界定下，組織、組織的競爭者及競爭者的競爭者三者間的結構平衡與否將顯著地影響未來聯盟形成的可能，即三者在結構平衡的情況下，對於未來聯盟形成之機率顯著地高於三者在結構不平衡的情況。 3. 在結構平衡的情況下，無論是對未來的互補性合作以及競爭性合作，夥伴的 夥伴對未來聯盟形成之機率比競爭者的競爭者來的高。 4. 組織的互補性合作網絡、實質競爭網絡與競爭性合作網絡的位置都能影響未來的合資關係類型，而主要的影響方式是：互動的量與互動的效率。 5. 上述三種類型網絡的網絡位置對於未來合資關係類型之影響，以互補性合作網絡最高，實質競爭網絡次之，而競爭性合作網絡最低。 而本論文在研究上之貢獻可分為： 1. 社會網絡之結構平衡觀點之運用與實證方法上之創新； 2. 組織多重關係之探討：包含了互補性合作、實質競爭與競爭性合作關係； 3. 結構平衡觀點與組織多重關係之結合與運用； 4. 策略聯盟與合資的研究貢獻：聯盟形成之新結構視角及合資關係類型之辨別。

One of the ways to maintain firms’ competitive advantages in the hyper-competition era lies in the continuous update of innovation and technological capabilities of the firms. In global high-tech industries, inter-firm relationships are multiple and dynamic. The cooperation and competition relationships not simply coexist but interchange among firms as well. Therefore in the cases, this dissertation combines the theories of social network, multiple inter-firm relationships, and strategic alliance. By the definition of cooperation and competition relationships, it discusses how the structural balances among the focal firm, its directly linked firm, and indirectly linked firm condition the possibility of alliance formation. In this regard, it is also explored in the dissertation how the firms’ positions in the following networks of complementary cooperation, real competition and competitive cooperation respectively influence distinct types of joint venture relationships. Following are the major findings, which have been drawn through the empirical examinations: 1. By the definition of cooperation relationship, whether the structure among the three firms-- the focal firm, its partner, and its partner’s partner, is balanced or not, it will significantly influence the possibility of future alliance formation. That is, when the structure is balanced among the three firms, the possibility of future alliance formation is significantly higher than when the structure is unbalanced. 2. By the definition of competition relationship, whether the structure among the three firms-- the focal firm, its competitor, and its competitor’s competitor, is balanced or not, it will significantly influence the possibility of future alliance formation. That is, when the structure is balanced among the three firms, the possibility of future alliance formation is significantly higher than when the structure is unbalanced. 3. In a structure-balanced situation, either for future complementary cooperation or for future competitive cooperation, the possibility of future alliance formation of partner’s partner is higher than that of competitor’s competitor. 4. The firms’ network positions in complementary cooperation, real competition, and competitive cooperation influence their future distinct types of joint venture relationships. And the primary ways of influencing are through the quantity of interaction, cooperation and competition, and through the efficiency of interaction. 5. In terms of the influences of network positions in complementary cooperation, or in real competition, and in competitive cooperation upon future distinct types of joint venture relationships, complementary cooperation network is most influential, real competition network ranks second, and competitive cooperation network comes in the end. This dissertation studied and bridged the theoretical gaps among the structure-balanced approach of social network theory, multiple inter-firm relationships, and the alliance and joint venture formation. The contributions in theory are： 1. The adoption of structure-balanced approach of social network theory and the creativity in the methodology of testification. 2. The discussion of multiple inter-firm relationships, including complementary cooperation, real competition, and competitive cooperation. 3. The combination and use of structure-balanced approach and multiple inter-firm relationships 4. The contribution of strategic alliance and joint venture, including a new structural perspective of alliance formation and the distinction of types of joint venture relationships.