Strategic Joint Venture and Organizational Capability : A case study of STLCD

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  • 戦略的提携と組織能力との関係 : STLCD社のケース・スタディー

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Abstract

It is said that organizational capability (core competence) which primarily distinguishes a company from other organizations and provides a company with a competitive advantage is very important for the organization. Since 1990's, strategic alliances have been done as a kind of means among firms to acquire organizational capability that is not. However, intra-industry strategic alliances conceive a lot of risks for the organizational culture developed in a different environment. Is it possible for an inter-industry strategic alliance to succeed? What role does the organizational capability play in strategic alliance? In this research, we analyzed success factors through a case study for STLCD of a joint venture between Sony Corporation and Toyota Industries Corporation. In our case, not only the organizational behavioral pattern but also the organizational capability of Sony Corporation and Toyota Industries Corporation are quite different. Generally, it is said that it is necessary to attempt a systematic, strategic, cultural adaptability to make inter-industry strategic alliances successful. As a result of the case analysis, we find that there are three factors to make it possible. First, there are different organizational capabilities to each other of joint venture companies, which esteems mutual organizational capability through formation of joint venture. Secondarily, mixture of organizational post is arranged. Thirdly, the frame of the decision making is constructed, and communication in the organization is activated. Findings suggest that the organization considering an strategic joint venture in the future should make efforts to find organizations supplementing its own organizational capability beforehand, and try to esteem mutual organizational capabilities.

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