The Sequential Consequences of the Structure Balance on Alliance Formation and the Alliance Networks on Distinct Types of Joint Venture Formation
Date Issued
2010
Date
2010
Author(s)
Yang, Kuen-Shiou
Abstract
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.
Subjects
Structure Balance；Strategic Alliance and Joint Venture Formation；Social Network；Cooperation Network；Competition Network
Type
thesis
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