Global strategic alliances : analysis of underlying motivations

다국어 초록 (Multilingual Abstract)

Companies must prepare themselves to compete better globally as the 21^(st) century approaches. Forming global strategic alliances would be the most effective way to become globally competitive. Whether an alliance turns out to be a success or a failure, it is important to understand their underlying motivations.
As we study each motivation with its most relevant case, we were able to reach two findings regarding strategic alliances. First finding emphasizes the interdependencies of technology transfer, global competition, industry convergence, and learning motives. Meaning, strategic alliances are driven by multiple motivations that are inter-related with different degree of priorities. Then, finding 2 illustrates the point that once firms enter strategic alliances, they are exposed to more risks. Firms need to calculate trade-offs associated with them.
Basically these two findings may be categorized as expected effect and realized effect. Firms expect that strategic alliances would generate more positive outcomes such as gaining advanced technology and skills as well as becoming globally competitive and an industry leader. What happens after these alliances were actually created? They realize that they are exposed to more risks such as your partner joins with another competitor or steals your intangible resources.
In Korea, strategic alliances may become more effective if Korean firms do not view strategic alliances as ways to escape from certain dilemma. They must continuously make improvements in order to contribute their skills to create synergy effect as well as to offer some benefits to their foreign partners.
One of the main reasons why firms still prefer strategic alliances regardless of these potential risks would be that they believe benefits outweigh risks associated with them.

목차 (Table of Contents)

• Table of Contents
• ACKNOWLEDGEMENTS = i
• ABSTRACT = iii
• CHAPTER 1 : INTRODUCTION = 1
• 1.1 Background = 1
• 1.2 Method = 1
• CHAPTER 2 : MOTIVATIONS & RISKS OF STRATEGIC ALLIANCES = 3
• 2.1 Trends = 3
• 2.2 Motivations = 3
• 2.3 Risks = 5
• CHAPTER 3 : CASE STUDIES ON STRATEGIC ALLIANCES = 7
• 3.1 Motivation 1 : Technology Transfer = 7
• 3.2 Motivation 2 : Global Competition = 14
• 3.3 Motivation 3 : Industry Convergence = 19
• 3.4 Motivation 4 : Race to Learn = 23
• CHAPTER 4 : ANALYSIS AND FINDINGS = 31
• 4.1 Finding 1 : Interdependencies of Motivations = 31
• 4.2 Finding 2 : Trade-offs of Strategic Alliances = 34
• CHAPTER 5 : CONCLUSION = 40
• 5.1 Summary = 40
• 5.2 Implication 1 : Expected Effect vs. Realized Effect = 41
• 5.3 Implication 2 : Strategic Alliances in Korea = 42
• REFERENCES = 45