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題名：台灣中小企業策略聯盟決策模式建構與分析之研究
作者：江義平 引用關係
作者(外文)：I-ping Chiang
校院名稱：國立中興大學
系所名稱：企業管理學系
指導教授：郭崑謨
學位類別：博士
出版日期：1999
主題關鍵詞：中小企業；策略聯盟；線性結構模式；Small and Medium-sized Business；Strategic Alliance；LISREL
原始連結：連回原系統網址new window
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中小企業由於規模較小，受總體經濟環境的影響很大，若僅依賴本身之資源及能力來面對日益激烈的競爭環境，實嫌不足。因此，中小企業必須運用策略聯盟，藉由與聯盟成員間之合作互助，以突破先天等條件不利限制，方能在競爭環境中求得生存與發展。基於過去研究策略聯盟之學者甚少對中小企業參與策略聯盟之相關議題進行探討，致使中小企業在從事策略聯盟決策時缺乏理論與實務方面之參考依據。
有鑑於此，本研究綜合策略聯盟及中小企業管理理論並透過專家會議、預試及多變量分析方法進行修正後，建構出適用於衡量台灣中小企業策略聯盟決策模式之量表，並經實證資料驗證後，獲得符合研究要求之信度及效度水準。此外，為探討中小企業策略聯盟形成原因、策略聯盟合作狀況與策略聯盟績效間之連續因果關係，應用本研究所發展之量表，針對2001家於1993年至1997年間曾參與策略聯盟之中小企業進行調查研究，利用LISREL分析，分別對功能別（行銷策略聯盟及技術策略聯盟）及行業別（製造業及服務業）兩構面探討中小企業策略聯盟決策。研究結果顯示，中小企業藉由下列方式運作策略聯盟：(1)採用策略聯盟方式因應本身資源及經營能力不足之問題；(2)採用行銷策略聯盟方式改善所面臨之競爭問題；(3)採用技術策略聯盟方式解決成本問題；(4)避免透過行銷聯盟方式因應成本問題；(5)可透過行銷策略聯盟合作範圍之拓展，獲取所需之行銷資源，並改善競爭方面之問題，或可藉由聯盟合作關係之建立，獲取所需之行銷資源，解決成本方面之問題並提升其行銷能力；(6)可透過技術策略聯盟合作範圍之拓展，以改善本身資源不足及成本方面之問題，或可藉由聯盟合作關係之建立來改善本身技術資源及能力不足之問題；(7)拓展策略聯盟合作範圍並建立成員間良好的合作關係，將可提升聯盟之績效；(8)在從事技術策略聯盟時，應特別注意聯盟成員間之合作關係，以確保聯盟成功之可能性。
此外，本研究亦針對製造業、服務業廠商進行策略聯盟決策之初步分析，研究結果亦發現：(1)製造業廠商及服務業廠商運用行銷策略聯盟來提升本身之行銷能力，或採行技術策略聯盟方式，以解決本身技術資源／能力不足及成本方面之問題。(2)製造業及服務業廠商均不宜採用行銷策略聯盟方式因應成本方面之問題。(3)製造業廠商在參與行銷策略聯盟時，可由拓展合作範圍之方式來改善競爭現況。亦可透過聯盟成員間之合作關係來改善其競爭現況，並獲取所需之行銷資源及提升其行銷能力；在參與技術策略聯盟方面，則可透過合作範圍之擴大，以解決本身資源不足，及面臨之競爭及成本等問題。亦可藉由聯盟合作關係之建立，以改善本身技術資源／能力不足，及所面臨之競爭問題。(4)服務業廠商在參與行銷策略聯盟時，可由合作範圍之擴展及合作關係之建立來改善本身之行銷資源／能力不足及競爭方面之問題；在參與技術策略聯盟方面，則可透過合作範圍之擴展以改善本身技術資源不足，及所面臨之成本問題，或可藉由合作關係之建立，來獲取及開發所需之技術資源，並提升本身之技術能力。(5)拓展策略聯盟合作範圍並建立成員間良好的合作關係，將可提升聯盟之績效；(6)製造業在從事技術策略聯盟時，應特別注意聯盟成員間之合作關係，以確保聯盟成功之可能性。
With their relatively small scale, medium and small-sized companies are impacted significantly by overall economic environment. To tackle with the increasingly competition, small businesses, given their scant resources, will need to form strategic alliance in order to obtain growth. In the past, scholars specializing in studies of strategic alliance have seldom probed into related topics about small businesses participating in strategic alliance. Hence, local small businesses have very few examples to look upon when forming strategic alliance.
Through meetings with specialists, questionnaire pretests, and pilot studies, this research has combined the experimental results with theories in strategic alliance and small business management to come up with a measure which can determine the best form of strategic alliance suitable for local small and medium enterprises. The research has then had earned the credibility and effectiveness after experimenting with some local Taiwanese companies. In addition, to find out reasons for forming alliance and the causal relationship between the degree of alliance and performance results, this research had surveyed 2001 companies which have had participated in some forms of strategic alliance over the five-year period from 1993 to 1997. Utilizing the LISREL analysis, this research will probe into strategic alliance decisions through two different areas: by functions (marketing- or technology-related alliance) and by industry (manufacturing or service).
The results of this research indicate that small companies have usually formed alliances in the following ways: 1) Small companies have lined up to make up for insufficiency in resources and management capability. 2) The have often formed marketing-related strategic alliances to minimize problems arising from competition. 3) Strategic alliance through technology cooperation is often employed to reduce costs. 4) Marketing-related alliance is being avoided to counter cost problems. 5) Through expanding areas of cooperation in a marketing strategic alliance, companies not only were able to acquire the much-needed marketing resources, but also reduced competition. In addition to obtaining marketing resources and know-how, these companies can also solve problems related to costs through establishment of marketing strategic alliance. 6) Expanding areas of cooperation in a technology strategic alliance may improve problems stemming from costs or lack of resources. Development of a close technology strategic alliance enables these companies to upgrade technical skills as well as make up for insufficiency in management skills. 7) Good and close relationship among partners and expanding areas of cooperation will improve the efficacy of a strategic alliance. 8) When participating in a technology strategic alliance, companies should especially take note of cooperation among partners in order to ensure the success of strategic alliance.
In addition, this research have also conducted an preliminary analysis to companies in manufacturing and service industries that have been undergoing strategic alliance implementations. The research results are as follows. 1) Companies from both manufacturing and service industries have employed marketing strategic alliance to enhance their marketing skills and adopted technology strategic alliance to cost down or improve technology and management know-how. 2) Marketing strategic alliance is not suitable to tackle cost-related problems. 3) When participating in marketing strategic alliance, manufacturing companies might mitigate competition through a closer relationship or by expanding areas of cooperation. In addition, they were able to obtain the needed marketing resources and skills. On the contrary, expanding areas of cooperation in a technology strategic alliance can solve problems arising from scant resources, competition, and cost. 4) Through establishment of a good relationship and enlarging the realm of cooperation, companies in service industry lining up through marketing strategic alliance can enhance marketing resources, capability insufficiency, and competition problems. By participating in a technology alliance, these companies can cost down and increase technical resources. Through construction of a good relationship, these companies may acquire technical resources needed for development as well as improve technical know-how. 5) Through establishment of good relationship and by expanding areas of cooperation, companies in strategic alliance may increase the efficacy of the strategic alliance. 6) When participating in technology strategic alliance, manufacturing companies should especially track the level of cooperation among partners to ensure the success of alliance.
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