The Relationship between Firm Strategic Profile and Alliance Partners' Characteristics

摘要: Rapidly changing competition, continuing technological innovation, shortening product life cycles, rising internationalization of markets and evolving customer preferences have led to greater numbers strategic alliances networks (Ohmae, 1989; Winter et al., 2003). These dramatic simultaneous changes forced managers realize that they may not all the human, financial or resources necessary respond effectively. Consequently, many are shifting their focus away from preempting competition a broader view building competitive advantage through selective often reliance on both collaboration (Bartlett Ghoshal, 1992; Brass 2004; Gimeno, 2004). Ohmae claimed "globalization mandates alliances, makes them absolutely essential strategy" (1989: 143). Indeed, joint ventures increasingly being perceived as critical elements corporation's business network weapons for competing within firm's core technologies (Bae Gargiulo, Baum al, 2000; Geringer, 1991; Harrigan, 1987). Furthermore, companies expand internationally, importance government partners relationships grows dramatically. This is particularly true firms pursuing new technology who trying protect intellectual property rights in other countries. Companies seeking acquire foreign and/or competence must also navigate turbulent waters regulations restrictions. Moreover, governments themselves target with state-owned enterprises sources capital R & D funding (Rondinelli Black, 2000). Certainly, these concepts new. Geringer (1988) was one first examine partner selection depth found characteristics (national culture, past experience, structure, size) task-related issues (technical know-how, access markets, managerial assets) were important components selection. Nevertheless, despite Geringer's early analysis, Dacin, Hitt Levitas (1997) stated almost ten years later, "While an integral component alliance (1) success, very little research has devoted explicit attention this issue" (1997: 4). study adds extant literature by examining how strategy influences cooperative strategy, (i.e., whom cooperating--suppliers, customers, etc.) whether choose develop home host government. been rigorously discussed literature. Therefore, preliminary discussion its when followed development nine hypotheses regarding relationships. The findings survey 110 then presented, survey's results discussed. Competitive Strategies Firms can pursue various strategies succeed environment. Maidique Patch (1982) outlined four business-level types which useful technology-related (the test sample study). They discuss mover, second mover imitator, low-cost producer (LCP), niche. First movers (first-to-market) try gain early, albeit temporary, monopoly market introducing before competition. innovation R&D success. Low-cost producers (cost-minimization) attempt compete basis relative cost advantages over competitors economies scale, overhead minimization, process improvements, etc. Second (fast-followers) quick copy innovations others customers avoiding improving upon competitors' mistakes. …