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題名：結構化、共同演化與策略聯盟穩定性之研究--台灣半導體業之實證
作者：吳克 引用關係
作者(外文)：Frank K. Wu
校院名稱：國立臺北大學
系所名稱：企業管理學系
指導教授：黃營杉
學位類別：博士
出版日期：2005
主題關鍵詞：結構化；共同演化；策略聯盟；structuration；co-evolution；strategic alliance
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論文提要內容： 隨著全球企業參與策略聯盟的數目與日俱增，策略聯盟成為學者研究的顯學之一。早期研究的重點偏重聯盟的形成階段，主題包括聯盟的動機、選擇盟友的準則、聯盟的結構等等。近年來的研究重心偏向聯盟形成之後，在聯盟的過程為何？聯盟關係如何能夠通過時空轉變的考驗？聯盟的發展過程，被學者認為是一個「黑箱」，學者努力打開黑箱。本研究針對國內八家半導體公司（其中一家已被購併），所組成的二十個聯盟，以個案研究法進行研究。獲得研究資料以訪談八家公司的負責人為主，再輔之以次級資料。當完成二十個個案之後，再將個案資料進行分析，從中萃取出二十個命題。從個案研究中，得出幾項過去文獻所未觸及的結論：1.聯盟關係不是一個固定不變的結構，而是隨著時空變化，聯盟夥伴不斷進行結構化彼此關係的過程。簡言之，聯盟夥伴關係在其發展過程中存在好幾個不同的發展階段，每一個階段代表聯盟關係的一個「版本」。2.當聯盟夥伴關係在不同的階段進行結構化時，聯盟夥伴將會相互協商修正聯盟夥伴噟當遵守的規則，聯盟夥伴應遵守的權利義務已與前一階段有所不同，彼此按照新的遊戲規則，重新界定彼此的關係。3.當聯盟夥伴之間彼此應當遵守的規則修訂，聯盟夥伴為了承擔新的任務，則聯盟夥伴單方可能需要調整內部的組織結構，以應付在聯盟關係中新的工作需求。 4.會影響聯盟夥伴，彼此願意重新結構化新的聯盟關係，有幾項內外部的重要因素，其中包括：（1）聯盟環境改變，夥伴必須調整彼此合作模式。（2）聯盟夥伴之間的共同目標依然存在，所以聯盟夥伴願意在原有的聯盟架構之下調整關係。（3）聯盟夥伴之間溝通良好，彼此信任，所以願意重新進行結構化，以創造聯盟關係的整合價值。 關鍵辭：結構化、共同演化、策略聯盟
The number of strategic alliance among global industries is increasing tremendously. The study of strategic alliance becomes one of the known subjects. Earlier research emphasizes the organization of alliances. Most subjects are the motivation of alliances, the criteria of selecting partners, and the structure of alliances, etc. Recent years, the research has changed to focus on what is happening internally within alliances and how to keep a steady relationship between partners during the turmoil of time and environment. The development of strategic alliances is always like a “black box”. Researchers have put much effort to reveal the “black box” in order to understand the processes. In the past, there were some documents providing some research solution. However the subject still needs more researches.
This research has chosen case study method to investigate the evolution of strategic alliance between eight semiconductor companies (one was merged) and their twenty alliances in Taiwan. The collected data are most from interviewing CEO and also referencing other document to support the content which is lack from the interview. After building twenty case studies, the research analyzes data and reorganizes its content to formulate twenty important propositions.
From those case studies, there are four conclusions which have never touched in the past:
1. The relationship among strategic alliances is not unchangeable. Through changes of time and environment, those partners keep changing their structure. Some companies adjust their cooperation with the same partners to accommodate the new rules; some builds new relationship with different partners based on the old experience in order to expand new areas. In short, there are different stages when partners build their relationship. Each stage represents a “version”. It says that the development of strategic alliance has many “versions” so that their relation is not unchangeable.
2. Partners would have been restructuring their relationship at different time and stage. It means partners would have discussed and mutually agreed to modify their contract to face current situation. When the contract has been rewritten, the obligation and privilege between partners also change and different from the past. Both parties must follow the new game rules to renew their relationship.
3. Partners would need to reorganize the department and resources after the new contract has drawn. The new contract might have required new tasks and skills. Partners must fulfill the new demand.
4. There are several important internal and external factors to make partners willingly restructure their relationship. Those factors are: A. The environment has been changed. Partners must change the model of cooperation. B. The goal between partners is still the same and intact. Partners mutually agree to restructure their relations in order to continue existing cooperation. C. The communication is good and partners trust each other. Therefore, they want to restructure in order to achieve the win-win situation.
The development of strategic alliance still has many areas unknown. This research provides part of the processes for the so-called “black box”. There is still room for continuing research.
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