アライアンス成果に対するパートナー間多様性の影響

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タイトル別名
  • INFLUENCE OF INTER-PARTNER DIVERSITY ON THE PERFORMANCE OF STRATEGIC ALLIANCES
  • アライアンス セイカ ニ タイスル パートナー カン タヨウセイ ノ エイキョウ

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The inter-partner diversity is a difference of various characteristics between partners in alliances. This study analyses diversity between partners in alliances based on a number of different factors, such as capabilities, viewpoints, corporate culture, work routines, etc. and attempts to understand how they influence the performance of alliances and how such influence is moderated or mediated. The article presents the model which comprehensively grasps its influence on performance and the role of alliance governance in this relationship. The hypotheses are proposed reflecting this model, and they are tested using the data of 497 technology alliances collected from the survey to alliance managers. It was clarified that alliances perform better when they make appropriate use of diversity in partners' capabilities and viewpoints. It is especially important that alliances which are formed for technology development combine the technical skills and expertise of partners in a complementary way. On the other hand, the management of alliances is easier where partners' corporate culture and work routines are homogeneous. The diversity in corporate culture and work routines makes alliances more unstable and difficult to manage. However, this difficulty can be overcome by having a relational governance structure, such as frequent meetings between executives and close communication among alliance members. The article emphasizes the importance of having a comprehensive understanding of inter-partner diversity, by showing that each factor of diversity has a different influence on the alliance performance based on different mechanisms. It concludes that firms need to promote alliances with an appropriate relational governance structure and utilize the inter-partner diversity for the achievement of good performance.

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