Formation, Maintenance and Success of Strategic Alliances in a Manufacturing Supply Chain
Current attempts to study strategic alliances have been hampered by the lack of a unified theory. In this dissertation, resource-based theory, knowledge-based view, contingency theory, transaction cost theory, social exchange theory, and personal relationship theory have been integrated to examin...
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| フォーマット: | 学位論文 |
| 言語: | 英語 英語 |
| 出版事項: |
2008
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| 主題: | |
| オンライン･アクセス: | http://psasir.upm.edu.my/id/eprint/6925/1/GSM_2008_6.pdf |
| 要約: | Current attempts to study strategic alliances have been hampered by the lack of a unified
theory. In this dissertation, resource-based theory, knowledge-based view, contingency
theory, transaction cost theory, social exchange theory, and personal relationship theory
have been integrated to examine factors relating to strategic alliances in manufacturing
supply chains. The factors used in this research: strategic alliance motives, environment,
asset specificity, perception of opportunistic behavior, degree of interdependence,
degree of integration, and strategic alliance outcomes.
Interviews and survey procedures have been used to sample senior executives involved
with manufacturing operations and supply chain management. Path analysis using
LISREL has been employed to test the integrated research model. Results indicate that
strategic alliance formation is influenced by motives and environment. Strategic alliance motives have a positive impact on task, goal and reward interdependence, as well as on
the degree of integration (communication, trust and commitment) between strategic
alliance partners. Investment in specific assets reduces levels of perceived opportunism
and increased levels of interdependence and integration. Perception of opportunistic
behavior negatively influences interdependence and integration. Interdependence has
been found to have a strong positive effect on integration. Strategic alliance success is
determined by goal achievement, value creation and satisfaction. Environment does not
moderate the effect of strategic alliance motives on integration. These findings offer a
better understanding of inter-firm collaboration and may be valuable in preparing
managers for the challenges of strategic alliance management. |
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