A process leading to strategic alliance outcome: The case of IT companies in China,Japan and Korea |
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| Affiliation: | 1. Department of International Business and Trade, Kyung Hee University, 26 Kyungheedae-ro, Dongdaemun-gu, Seoul 130-701, South Korea;2. Division of Behavioral & Organizational Sciences, Claremont Graduate University, 123 East 8th Street, Claremont, CA 91711, USA;3. Department of Business Administration, Kyung Hee University, 26 Kyungheedae-ro, Dongdaemun-gu, Seoul 130-701, South Korea;1. Technische Universität München, Department of Financial Management and Capital Markets, Arcisstrasse 21, 80333 Munich, Germany;2. Georg-August-University Goettingen, Chair of Management and Control, Platz der Göttinger Sieben 3, 37073 Göttingen, Germany;3. Phillips-Universität Marburg, Institute of Management Accounting and Marburg Centre for Institutional Economics (MACIE), Am Plan 1, 35032 Marburg, Germany;1. Department of Management, Inje University, Gimhae City, South Korea;2. Fund and Pension Division, Korea Capital Market Institute, Seoul, South Korea;3. Yonsei School of Business, Yonsei University, Seoul, South Korea;1. University of Wyoming, College of Business, 1000 E. University Avenue, Laramie, WY 82071, United States;2. Elon University, Martha and Spencer Love School of Business, 100 Campus Drive, Elon, NC, United States;1. School of Business, Society and Engineering, Mälardalen University College, Västerås, Sweden;2. Department of Business Studies, Uppsala University, Uppsala, Sweden;1. Department of Business Studies, Uppsala University, Sweden;2. CER, Department of Economic Sciences and Law, Mid Sweden University, Sundsvall, Sweden;3. Dalarna University College, Falun, Sweden |
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| Abstract: | Although theories and research have provided valuable information on strategic alliance, it still seems difficult for practitioners to overview the process and subsequent outcomes of strategic alliance in a single frame. This is because the conditions of alliance are different from one alliance to another, which makes it difficult for practitioners to apply existing research findings to their own cases. One of the ways to overcome such difficulties in practical application would not be focusing on alliance processes with unique or idiosyncratic features of each alliance but instead focusing on elements that exist in most alliances. To find out the process that leads to the outcome in strategic alliance that is easily applicable for practitioners, the current study measured the behavioral direction and relational outcomes of strategic alliance based on benefit and risk perception in information technology (IT) companies in China, Japan and South Korea. Results show that firms set the direction and the intensity of their participation in alliance based on benefit and risk perception. Specifically, while perceived benefits promoted active participation in alliance, perceived risks increased protective participation in alliance. Also, these behavioral directions predicted the relational outcome in strategic alliance such that while active behavioral orientation predicted commitment to the relationship with the partner firms, protective behavioral orientation led to dissolution of the relationship. The present study provides useful insights for strategy associates, and evoke more various and detached academic approaches in the field of strategic alliance discussions. |
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| Keywords: | Benefit perception Partner's behavioral direction Prediction of alliance outcome Risk perception |
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