RESEARCH ON MARKET ORIENTATION, CHOICES OF PATENT STRATEGIES, AND THEIR OUTPUT EFFECT ON ALLIANCE FIRMS

Binbin Jiang,Honglei Liu,C. Anthony Di Benedetto,Gang Song 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

The increasing competition in recent years made more and more firms regard strategic alliance as an important alternative and solution to respond to fierce competition. As a kind of system arrangement among firms, the concept of strategic alliance was first proposed by Hopland and Nigel in the early 1980s, who defined strategic alliance as the collaboration mode in which two or more firms, aiming at joint-owned both market and resources, formed the kind of cooperation to enhance advantages, share risk or cost, and also mutual flow of production factors via different kinds of contracts or agreement. However, even before this definition, many firms have already begun their alliance strategies practices. As a cooperative form, strategic alliance, no matter its specific types, becomes one key choice for firms to acquire, maintain and enhance their market shares and positions. Shrader (2001) found that collaboration to foreign firms become key methods for newly-founded firms and small firms to enter foreign markets, which can bring these firms with suitable knowledge and market information, making these firms expand even faster with lower costs and market risks. The enhancing pace of globalization and internationalization triggered firms’ attentions to external markets, Archibugi and Iammarino (2002) found that fierce changes in internal market forced firms to expand their market and product scopes, making more and more firms realize product and R&D internationalization by searching, choosing and collaborating with foreign firms. Dong and Glaister (2006) found Chinese firms cared more about market positions, international expansion and technology exchanges, while foreign firms tended to enter to Chinese market and learn how to operate in China via strategic alliances. Although, many scholars brought out managerial practices of firms’ strategic alliances, and had already formed theoretical foundations, researches related to market orientation, especially how alliance firms establish and realize their strategic goals and performance goals under market motivation is still lack of studies. In reality, the mechanism how firms’ alliance intention transformed into their strategic or performance goals is still in the black box. Taken alliance firms as research objectives, this paper tends to explore how firms constructed strategic alliance due to market-orientation realize their strategic or performance goals via choice of patent strategies. We introduced patent strategies to establish the matching model, to analyze how firms market orientation influence choices of patent strategies, and their mutual effects on firms innovative performance, in hope to provide to the future studies and managerial practice how firms can choose the reasonable and effective alliance partners according to their own strategic and performance goals. Based on differentiation of market access and market extension motivation, we pointed out that, in order to realize the transformation from alliance motivation to innovation performance, alliance firms had to choose and determine among a set of practical and operational plans. Patent strategies, as a kind of operational plan, were conducive to transformation from alliance motivation to innovation performance. With the framework of market motivation, patent strategy and firms innovative performance, we put forward the hypotheses on how market motivation affect firms’ choices of patent strategies, and also the joint effects of market motivation and patent strategies on firm innovative performance. We selected alliance firms in IT industry as samples, with data from Cooperative Agreements and Technology Indicators Database, USPTO and R&D Scoreboard released by Department for Business, Innovation & Skills of UK, we empirically tested effects of market motivation on choices of patent strategies, and also effects of market motivation and patent strategies on firms innovative performance. Results showed that: different market positions led to differentiated motivations and patent strategies in their strategic alliances, firms with relatively weak market positions tend to pursue strategic profile of patent defensive and leveraging strategies under market access motivation, while firms with strong positions would like to implement patent proprietary and leveraging strategies in market extension motivation. The implementation of patent defensive and leveraging strategies under market access motivation enhanced innovation efficiency of the firms with weak market positions. Since these firms focused more on market positions and opportunities, their market capitalization tended to improve, but the motivation and utilization of patent strategies had no effect on patent output. Similar to these firms, the ones with stronger market position were inclined to strengthen their market opportunities and improve their market capitalization. Results indicated that because of their stronger market positions, these firms showed lower awareness of innovation efficiency and their emphasis on patent output was not high either, which then led to the fact that both market extension motivation and patent strategies used had no effects on firms innovative performance measured by innovation efficiency or patent output.

Unconventional Strategic Alliance of Amazon, Berkshire, and JP Morgan

Dongho Kim,Myoung Kil Youn 한국유통과학회 2017 KODISA ICBE (International Conference on Business Vol.2017 No.-

The purpose of this paper is to explore and examine the newly formed strategic alliance by Amazon, Berkshire Hathaway (Berkshire) and JPMorgan through the lens of strategic alliance, corporate philanthropy, and corporate social responsibility. This is an analytical case study that examines the existing scholarly articles in strategic alliances, corporate philanthropy, and corporate social responsibility to describe and analyze the strategic alliance o Amazon, Berkshire, and JPMorgan. There is a clear limitation in explaining this type of unconventional strategic alliance with exiting definitions and concepts of conventional strategic alliances. However, the objective and nature of this strategic alliance based on the brief analysis indicate that this particular strategic alliance is the result of an effort to resolve a social problem, the ineffective healthcare system in the U.S., rather than focusing on business benefits and profits. The formation of a strategic alliance by Amazon, Berkshire Hathaway (Berkshire) and JPMorgan to create a non-profit independent healthcare company for improving healthcare for their domestic employees is a textbook example of social innovation, wherein three companies form an alliance to tackle the most challenging social problem in the United States. The three companies have the necessary resources, technology, finances, and logistics to form and execute the strategic alliance and its operations.

A STUDY OF STRATEGIC ALLIANCES, MARKETING CAPABILITY, AND FIRM VALUE

Woo Li Ko,Sang Yong Kim,Jong-Ho Lee 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

The purpose of this study is to assess the role of marketing to the area of strategic alliances. We suggest that marketing capability – the ability to deploy resources to serve customers better- is a key determinant that facilitates value creation in strategic alliances. Specifically, we investigate the interaction effects of marketing capability on performance of strategic alliance experience and types of strategic alliances (introducing three types: SI-SF alliance, AI-SF alliance and AI-DF alliance), and whether these interaction effects are moderated by high vs. low technological industry. This study analyzed the panel data from 39 international firms and their 2,158 alliances during the period 1994 - 2014, 21 firms from computer industry (high-tech industry) and 18 firms from food industry (low-tech industry), respectively. The results indicate that the contribution of marketing capability on the relationships between alliance experience, types of strategic alliances and firm value varies with environmental contexts. First, when a firm has strong marketing capability, the effect of strategic alliance experience on firm value is greater than those of firms with low marketing capability. Also, the strength of its interaction effect is lower in high-tech industry than low-tech industry. Second, when a firm has strong marketing capability, the effects of three different types of strategic alliances on firm value are greater than those of firms with low marketing capability. However, their interaction effects to firm value were significant only in high-tech industry. Specifically, when a firm has strong marketing capability, the stock market reacts most favorably to the AI-DF alliance than those of SI-SF alliance and AI-SF alliance in high-tech industry. In contrast, even a firm has strong marketing capability, the stock market reacts favorably only to AI-SF alliance in low-tech industry. In sum, our research suggests that the interactive performance impact of marketing capability to the strategic alliance experience and the types of strategic alliances can be obtained in particular environmental contexts.

항공기업의 혁신 활동으로 전략적 제휴 분석: 활용과 탐험을 중심으로

김효정,장하영 한국항공경영학회 2019 한국항공경영학회지 Vol.17 No.6

Although researches on exploration and exploitation have been conducted in various academic fields, research on aviation industry including the service industry is relatively small. In addition, reflecting the characteristics of the aviation industry, researches on strategic alliances have been conducted in various fields, however, theses studies are mainly focusing strategic alliances as the strengthening organizational competitiveness and marketing research interests. Therefore, research for applying exploration and exploitation to strategic alliances in the aviation industry is needed. According to the value chain of aviation companies suggested by Porter(1985), we distinguish the exploration orientated strategic alliance and exploitation orientated strategic alliance and analyze how exploration and exploitation are conducted in the aviation industry. We will further analyze Asiana Airlines' key strategic alliances to find out how those strategic alliances are achieving ambidextrous organization. In order to analyze the strategic alliance of the aviation industry, we analyze the business reports, public announcements, news data, and company interview data of the aviation industry. As a result of applying the organizational learning theory of exploration and exploitation to the strategic alliance of the aviation industry, we could found that the strategic alliance of exploration and exploitation is also applied to the aviation industry by securing scarce resources and strengthening organizational capability. In addition, as a result of analyzing the major strategic alliance of Asiana Airlines, it is also found that the ambidextrous alliance are made by selecting strategic alliance partners and balancing short and long term strategic alliances. The results of this study suggest that the possibility of applying organizational learning theory in the aviation industry and the scalability of future research on the balancing exploration and exploitation of the aviation industry. 활용(Exploitation)과 탐험(Exploration)에 관한 연구가 다양한 학문 분야에서 이루어져 왔으나, 서비스업을 비롯한 항공산업에서는 연구가 제한적으로 진행되어왔다. 또한 항공산업의 특성을 반영하여전략적 제휴에 관한 연구 역시 다방면으로 이루어졌으나, 주로 조직 경쟁력 강화 측면과 마케팅 연구분야에서 이루어졌지, 조직 학습분야에서의 연구는 부족하다. 따라서 Porter(1985)의 항공산업에 적용된 가치사슬에 따라 항공기업의 활용성향의 전략적 제휴와 탐험성향의 전략적 제휴를 구분하여 항공산업에서 활용과 탐험이 어떻게 이루어지는지에 대한 분석을 진행하고자 한다. 또한 아시아나항공의주요 전략적 제휴를 추가로 분석하여 어떠한 방법으로 균형을 찾아 양손잡이(ambidextrous) 조직을 찾아가는지를 살펴보고자 한다. 항공산업의 전략적 제휴 분석을 위해, 기업의 사업보고서, 공시자료, 뉴스자료, 기업 인터뷰 자료 등을 분석하여 항공산업에서의 주요 전략적 제휴에 관한 사례분석을 진행하였다. 활용과 탐험에 대한 조직학습 이론을 항공산업의 전략적 제휴에 적용하여 분석한 결과, 활용과 탐험의 전략적 제휴가 항공산업에서도 적용되어 부족한 자원을 확보하며, 다양한 분야에서 광범위하게 사용하여 조직역량을 강화하는 것을 알 수 있었다. 또한 아시아나항공의 주요 전략적 제휴를 분석한 결과, 전략적 제휴의 파트너 선정, 장단기 전략적 제휴 선정 등에 있어서 활용과 탐험 제휴를 적극적으로 사용하며 양손잡이 제휴형태를 보이는 것을 알 수 있었다. 본 연구결과는 항공산업에서 조직학습이론을 적용한 점과 향후 항공산업의 활용과 탐험의 균형 관련 연구 확장성 부분에서 이론적 시사점 제공할 수 있다는 점, 양손잡이 조직 관련 실무적 시사점을 줄 수 있다는 점에서 연구의 의의가 있다.

COVID-19 팬데믹이 우리나라 및 주변 국가 항공산업의 전략적 제휴에 미친 영향

김균 ( Kyun Kim ) 한국항공경영학회 2024 한국항공경영학회지 Vol.22 No.2

본 연구는 COVID-19 팬데믹을 전후한 기간(각 36개월씩 72개월) 동안 동북 아시아 항공 산업에서의 전략적 제휴를 살펴보았다. 전략적 제휴는 기업의 입장에서 경쟁우위를 획득하는데 도움이 되거나 기업 생존에 필수적인 자원 획득 혹은 기업간 거래비용 및 신뢰 문제 해결의 측면에서 매우 중요한 의미를 갖는다. 항공 산업은 다른 산업에 비해 전략적 제휴가 빈번하게 일어나고 그 중요성이 높은 산업 중 하나이다. 항공 산업에서의 전략적 제휴에는 다른 산업과 대비되는 몇 가지 특징이 있다. 항공산업에서는 항공사 간에 좌석 공유 형태의 전략적 제휴가 있으며, 노선 공동 운항 형태의 전략적 제휴도 존재한다. 또한 항공 동맹체라는 집단적 제휴 관계를 통해 서로 다른 동맹체에 소속된 항공사들끼리 경쟁하는 모습도 나타난다. 그리고 항공 산업의 가치사슬을 놓고 볼 때 항공사 간의 수평적 관계에서 일어나는 전략적 제휴뿐만 아니라 항공사와 여타 항공 서비스 관련 제반 업무를 담당하는 기업 사이의 수직적 관계에서도 전략적 제휴가 맺어진다. 이처럼 항공 산업에서 중요한 역할을 하는 전략적 제휴는 COVID-19 팬데믹을 전후하여 그 양상에 변화가 발생했다. 동북 아시아 지역 항공 산업의 전략적 제휴의 추세를 놓고 볼 때 신종 코로나 바이러스 감염병 확산 이후 전략적 제휴 시도 횟수나 완성건 수 모두 감소하는 추세가 나타났다. 반면, COVID-19 팬데믹 위기를 타개하기 위한 방법으로 새로운 전략적 제휴를 택한 항공 산업 기업들의 경우 전략적 제휴에 더 과감하게 하게 참여할 유인이 존재한다. 본 연구의 실증 분석에서 분산분석을 통해 이 같은 현상이 뒷받침되었다. 즉, COVID-19 팬데믹 이후 동북 아시아 항공 산업에서 이루어진 전략적 제휴의 경우 기업이 전략적 제휴 참여 의사를 밝힌 직후부터 실제 전략적 제휴가 완성되기까지의 기간이 팬데믹 이전과 비교할 때 통계적으로 유의하게 감소했다. 또한, 전략적 제휴가 조인트 벤처의 형태일 경우 이 같은 현상이 완화될 수 있음도 확인되었다. 실증 분석에는 SDC Platinum을 활용해 수집한 2017년 1월부터 2022년 12월까지의 동북아시아 지역 항공 서비스 산업(SIC 코드: 4512, 4513, 4522, 4581)의 전략적 제휴 자료를 사용하였고, 실증분석 기법으로는 일원분산분석(oneway ANOVA)과 이원분산분석(twoway ANOVA) 기법이 사용되었다. 이 연구는 COVID-19 팬데믹이 제공한 전례 없는 자연 실험 상황에서 기업의 위기 속 전략적 선택을 증명했기 때문에 향후 위기 관련 연구에 기여하는 바가 있을 것으로 예상된다. 또한 전략적 제휴 관련 연구와 COVID-19 팬데믹 관련 기업 연구에도 시사점이 있을 것으로 보인다. 한편, 향후 분석 대상의 지리적 범위를 확대한 고찰이나, COVID-19 팬데믹 종식(2023년 5월) 이후의 기간을 포함한 실증 분석, 구조적 혹은 활동 내용적 측면에서 전략적 제휴의 다양한 특징들을 반영한 추가 연구가 가능할 것으로 예상된다. This paper examines the strategic alliances in the aviation industry of Northeast Asia before and after the COVID-19 Pandemic (36 months each). Strategic alliances are very important for firms because they help firms gain competitive advantages, acquire critical resources for firm survival, and resolve issues related to transaction costs and trust/opportunism. Strategic alliances are more frequently formed and have more important meaning in the aviation industry than in other industries. The aviation industry has several characteristics that make strategic alliances valuable. In the aviation industry, firms form code-share alliances, which are unique form of strategic alliances in the aviation industry, and share the air routes. Also, three strategic alliance groups among airlines in the aviation industry play an important role in the competition among airlines (Skyteam, Star Alliance, and Oneworld). Regarding the value chain of the aviation industry, both horizontal (between airlines) and vertical (between airlines and other air transport-related service providers) alliances are formed and play a key role in competition. All in all, strategic alliances are one of core strategic choices of the competition in the aviation industry. The COVID-19 Pandemic affects the strategic alliances in the aviation industry. Particularly, the number of strategic alliances initiated decreased and so did it for the number of strategic alliances completed in the Northeast Asia aviation industry after January 2020. On the contrary, those firms chose strategic alliances as strategic alternatives to overcome the crisis due to the COVID-19 Pandemic have incentives to commit more to their decision on forming strategic alliances. In the empirical analysis using ANOVA test, the higher commitment of those participants of strategic alliances was supported, such that after COVID-19 Pandemic (January 2020 - December 2022), strategic alliances of the aviation industry in Northeast Asia tend to form faster than that of the period before COVID-19 Pandemic (January 2017 - December 2019). Also, if the form of strategic alliances is joint venture, such effect is weakened. We collected strategic alliances data in the aviation industry (SIC code: 4512, 4513, 4522, and 4518) from SDC Platinum. We used one-way and two-way ANOVA tests to analyze the data. This paper contributes to crisis management research because it uses the unprecedented natural experiment opportunity from the COVID-19 Pandemic. It also contributes to strategic alliance research and business strategy research related to COVID-19 Pandemic. In the future research, we may expand the geographic region in the analysis, extend the data collection period to the post COVID-19 Pandemic period (after May 2023), or reflect the various characteristics of strategic alliances in the aviation industry.

벤처기업 최고 경영자 경험 특성과 여유자원이 전략적 제휴 유형 선택에 미치는 영향

한상연 한국벤처창업학회 2022 벤처창업연구 Vol.17 No.1

Despite of the consensus on the critical role of CEO and slack resources for strategic decision making, how they affect in the selection of strategic alliance type is limited. This study investigated the effect of CEO’s experiential attributes and the venture firms’ slack resource on the selection of strategic alliance type. To this end, this study used multi-variate logistic regression analysis with 1,813 Korean venture firms. The findings indicated that higher education level and large firm experience of CEO positively contributed to form an explorative alliance. And these two experiential attributes has negative effects on the probability of exploitative alliance formation. On the other hand, the entrepreneurial experience has no effect on the selection of strategic alliance type. This study also investigated the effect of slack resource – available slack, recoverable slack, and potential slack-. The more venture firms have available and potential slack, the higher probability of pursuing an explorative alliance. In addition, recoverable slack of venture firms has negative effect only on the selection of explorative alliance. The results of this study are expected to contribute the literatures of strategic management and venture firms by illustrating which CEO and firm-level factors affect the selection of strategic alliance type. This study also extends recent effort to better understand the selection of strategic alliance type with upper echelons theory and slack resource. And this study suggests implications that can increase the probability of successful decision making by venture firms in selection of strategic alliance type. 본 연구는 기업이 전략적 경영활동으로 추진하는 전략적 제휴의 유형 선택에 최고 경영자의 경험특성과 기업이 보유한 여유자원이 미치는 영향을 실증 분석하였다. 이는 단순히 경쟁우위 확보와 성과향상을 위하여 기업이 추진하는 전략적 제휴의 결정요인을 규명하는 것을 넘어 제휴의 유형을 구분하고 이러한 전략적 선택에 영향을 미치는 요소들을 규명하는 것을 목적으로 한다. 이에 따라 본 연구는 2020년 벤처기업정밀실태조사 자료를 활용하여 로지스틱 다중회귀 분석을 실시하였다. 분석결과 벤처기업 최고 경영자의 학력 수준이 높고, 대기업 근무 경험을 가진 경우 탐색적 유형의 제휴를 추진하는 것으로 나타났다. 반면, 최고 경영자가 가진 과거 창업 경험은 전략적 제휴 유형 선택에 유의미한 영향을 미치지 못하는 것으로 나타났다. 벤처기업이 보유한 여유 자원 중에서는 활용가능여유와 잠재여유가 많을수록 탐색적 제휴에 긍정적 영향을 미치는 것으로 나타났다. 또한, 회복가능여유는 탐색적 제휴에 부정적 영향을 미치는 것으로 나타났으나, 활용적 제휴에는 유의미한 영향을 미치지 못하는 것으로 분석되었다. 본 연구는 학술적 측면에서 전략적 제휴와 관련한 논의를 최고경영자이론 및 여유자원과 연계하여 변수의 영향력을 검증함에 따라 이론적 논의를 확장하는데 기여하였다. 또한, 정책적 측면에서 벤처기업을 위한 개방형 혁신활동 지원정책 수립 및 운영과정에서 기업이 보유한 여유 자원의 유형별 수준이 고려되는 경우 보다 정책효과성을 제고할 수 있다는 시사점을 제공한다.

항공사 전략적 제휴 진화에 관한 문헌 연구

하혜경,김지희 한국항공경영학회 2020 한국항공경영학회지 Vol.18 No.3

After deregulation, airlines formulate strategic alliances to acquire competitive advantage in the market. Such strategic alliances have evolved form from dyadic code-sharing to global alliances and strategic merger and acquisition (M&A) among airlines. However, as a way to increase the efficiency of cooperation and strategic flexibility, strategic alliance among airlines has also developed the form of joint-venture that incorporates all operation routines in individual route. This study reviews and critiques research on strategic alliances among airlines. We reviewed 56 academic papers published from 2000 to 2017 including codesharing, global alliances, airline M&A, and airline joint venture as a key word. We categorized the reviewed academic papers by two criteria: the forms of strategic alliance and main themes of strategic alliance. In terms of the forms of strategic alliance, 26% of the reviewed papers discuss code-sharing, 48% for global alliances, 13% for airline M&A and 13% for joint venture subsequently. In terms of main theme, 21% of the reviewed paper examine regulation policies, 32% for the performances of airlines and alliances, 10% for air-fare, and 29% for the strategies of airlines. Based on the literature review, this study summarizes three things: first, out of 15 reviewed papers related to code-sharing, 11 papers (74%) are related to the performance and output of airlines or air-fare. Second, out of 27 papers related to global alliances, relatively small number of papers (11%) are related to air fare while 30%, 26% and 22% are related to the performance and output of strategic alliance, competitive strategy, and regulation policies subsequently. Third, 7 papers discuss M&A of airlines, out of which 3 papers examine the performances of airlines and alliances and other 3 papers discuss the strategies of airlines. Lastly, among 7 papers related to joint venture among airlines, most papers (4 out of 7) investigate the effect of regulation policies. it is caused by the fact that joint ventures are heavily determined by the government regulation policies. Comparing the research method, quantitative research methods are mostly adopted in the study of code-sharing and global alliances, while qualitative research methods are usually adopted in the study of M&A and joint venture. The lack of studies on joint venture among airlines is caused by the tendency that academic research is often investigated after the real phenomenon has been evolved. As a hybrid strategy between conventional strategic alliance and M&A, joint venture is rising as an attractive option among airlines. That is, joint venture compromises the disadvantages of conventional strategic alliances and M&A while conventional strategic alliance is arms-length contract, M&A disrupts the boundary of organization. Accordingly, more academic research is expected as the joint venture among airlines evolves in business. 항공산업 규제 완화 이후 항공사들은 경쟁우위를 확보하기 위해 지속적으로 전략적 제휴를 진행하고 있다. 항공사의 전략적 제휴는 양자 간 좌석공유(code share)에서 글로벌 동맹체(global alliance)로발전하였으며 전략적 인수합병도 부분적으로 이루어졌다. 그러나 협력의 효과성은 높이면서 전략적유연성을 확보하는 새로운 방식으로 개별 노선 내에서 모든 운영을 통합하는 조인트벤처가 등장하고있다. 본 연구에서는 항공사의 전략적 제휴 진화 과정에 대한 학술적 연구 흐름을 문헌고찰 방식으로정리하였다. 이를 위해 2000년부터 2017년까지 code share, airline alliance, airline M&A, airline joint venture를 주제어로 항공산업과 관련된 주요 해외 학술지 논문들을 구글 스칼라로 탐색하였다. 본 연구의 대상이 된 논문은 총 56편이다. 이를 전략 유형으로 구분하면, 좌석공유(26%), 글로벌 동맹체(48%), 인수합병(13%), 조인트벤처(13%)의 분포였고, 주제별로 구분하면 규제정책(21%), 항공사 및 제휴사의성과(32%), 항공사 운임(10%), 항공사 전략(29%)이었다. 첫째, 좌석 공유 분야의 15편 논문은 ‘항공사성과’와 ‘항공사 운임’을 주제로 연구로 한 연구가 11편(74%)으로 다수를 차지했다. 둘째, 글로벌 동맹체 관련 27편의 논문은 항공사 및 제휴 성과 8편(30%), 항공사 전략 7편(26%), 규제정책이 6편(22%)으로 다수를 차지했고, 항공사 운임은 3편(11%)으로 상대적으로 부족했다. 셋째, 인수합병과 관련된 논문은 7편으로 상대적으로 적었는데, 항공사 성과 3편, 항공사 전략 3편이었다. 마지막으로 조인트벤처에 관한 연구는 7편인데, 규제정책 관련 논문이 4편으로 가장 많았다. 이는 조인트벤처 자체가 정부의규제가 적용되면 성립하기 어렵기 때문이다. 연구방법론으로 비교해 보면, 좌석공유와 글로벌 동맹체관련 연구는 주로 실증연구를 중심으로 이루어졌고, 인수합병이나 조인트벤처 연구는 사례연구의 비중이 높았다. 항공사 전략적 제휴 진화의 가장 마지막 단계인 조인트벤처에 관한 연구가 다소 미미한것은 학술논문이 현상을 뒤따르는 경향이 있기 때문이다. 전통적인 제휴와 인수합병의 중간 형태인 하이브리드형 전략인 조인트벤처는 항공사의 새로운 전략적 선택으로 부상하고 있다. 즉, 제휴는 한시적인 협력전략이고, 인수합병은 본체를 상실하는 극단적인 결합전략이기 때문에 두 가지 유형의 장점을혼합하는 협력전략으로 조인트벤처에 관한 관심이 높아지고 있는 것이다. 따라서 향후 현실에서의 제휴 진화와 더불어 학술연구에서도 조인트벤처에 관한 연구가 활발해질 것으로 기대된다.

韓IT企業の企業間際協力における成果要因にする究

임달호 한일경상학회 2005 韓日經商論集 Vol.30 No.-

In this study, a study on the performance factors following the international strategic alliance of Korean IT companies was made. Although there have been numerous alliances in the IT field, most of the studies were cooperative studies focusing on manufacturing companies, or more survey studies on the status of IT companies alliances. Thus, the purpose of this study can be divided into three major parts. The first part is about the meaning & role of the international strategic alliance for the IT companies. The second part is to study the performances of international strategic alliances of Korean IT companies. Considering the fact that it is safe to say that most of the M&A and strategic alliances occurring currently are related with IT companies, it would be fruitful to review on how alliances are made between the IT companies, and the performances of them to secure competitiveness. Based on the data obtained during the progress of this study, the third part is to suggest some practical methods to use the strategic alliances as effective strategic means, in order to make our IT companies continuously have superiority in competitiveness. The subject of this study is the strategic alliances made between the Korean IT companies and foreign companies from 1995~2001(about 7 years). There were 107 companies that formally announced that they made strategic alliance. Among fifty companies where data were collected by surveying the responsible staff of alliance works, were analyzed as the subject. In addition, the estimation of the performance of the alliance was based onKey words: strategic alliance, Korea IT companies, performance factorthe satisfaction level for the alliance. 본 연구는 현재 전략적 제휴를 주도하고 있는 IT기업들의 제휴 성과에 대한 조사를 목적으로 하였다. 선행연구로 이루어진 기업간협력(제휴)에 관한 연구들에 주로 사용된 지식공유, 신뢰, 독특한 경영자원(자산특유성), 상호의존성, 성과의 불확실성(모호성) 그리고 학습효과를 변수로 조사하였다. 연구 결과를 요약하면 다음과 같다. 첫째, 제휴의 성과에 대한 회귀분석에서 지식공유, 보완성 그리고 학습효과는 제휴 성과인 만족도에 유의한 정(+)의 관계를 가지고 있었다. 이러한 결과에서 알 수 있듯이 파트너에 대한 지식공유 정도가 높으면 높을수록 제휴의 성과는 높게 나타나고, 보완성의 정도가 높을수록 제휴 만족도는 커진다. 또한 학습효과가 뛰어날수록 제휴에 대한 성과 역시 높다는 것을 확인 할 수 있었다. 둘째, 성과의 불확실성에 대한 회귀분석에서는 신뢰와 상호의존성의 변수만이 성과의 불확실성에 유의한 부(-)의 관계를 가지고 있음을 확인할 수 있었다. 즉, 제휴파트너기업간 신뢰의 정도가 높아 성과의 불확실성을 낮춤으로써 전반적으로 제휴의 성과를 높인다는 것이다. 또한 상호의존성의 정도가 높아 성과의 불확실성을 낮춤으로써 제휴 성과를 높이는 것이다. 셋째, 제휴 파트너에 대한 독특한 경영자원은 제휴의 성과에 유의한 영향을 미치지 않는 것으로 나타났다. 이러한 점은 기존의 선행연구와는 배치되는 결과로 이것을 IT기업의 특성에서 원인을 찾아야 할지는 추후 연구과제로 삼아 살펴보려한다 . 이러한 연구결과를 통해 알 수 있는 것은 한국 IT기업들이 외국기업과 제휴를 체결함에 있어서 지식공유, 상호의존성, 학습효과가 전략적 제휴의 성과에 가장 중요한 영향을 주는 변수라는 것이다. 또한 매개변수인 성과의 불확실성에는 신뢰와 상호의존성이 간접적으로 제휴 성과에 영향을 주는 중요한 변수라는 것을 확인할 수 있었다.

컨테이너 정기선사의 전략적 제휴 특성이 재무적 성과와 비재무적 성과에미치는 영향

Jong-Sub Lim 한국유통과학회 2016 유통과학연구 Vol.14 No.6

Purpose – The antecedent to the relationship between the effect of the characteristics of strategic alliances and the performance of container liner shipping companies has been investigated in this study as container liner shipping companies' strategic alliances. It affects positively and negatively home, partner, and the third parties' performance in container liner shipping companies. Extensive literature reviews on shipper's strategic alliances reveal that strategic alliances in financial and non-financial performance of container liner shipping companies show the performance such as economic effects, business performance, global supply chain management performance, customer satisfaction, and forward integration and backward integration performance. The purpose of this study is to test empirically that the relationship between the characteristics of strategic alliances and financial and non-financial performance in container liner shipping companies. Structured equation modeling and confirmatory factor analysis were used to test the hypothesis using AMOS statistics program. Most previous researches focused on the relationship between the characteristics of strategic alliances and alliance types. There are few empirical studies that focus on business performance data because it is difficult to collect data in container liner shipping companies. However, this research measures financial and non-financial performance differently compared with the previous researches focusing on the characteristics of strategic alliances and alliance types measurements. Research design, data, and methodology – The conceptual model for the study is based on the studies of Lim (2010), Chen & Zhen (2009), and Wang & Meng (2014). The model is built around the factors of characteristics of strategic alliances and business performance. Cost, marketing, and service factors are regarded as proxy for the characteristics of strategic alliances. The financial and non-financial performance are regarded as proxy for the performance of strategic alliances. Based on the analysis of one hundred cases such as forwarder, shipper, and liner shipping companies, this study uses structural equation modeling to verify the effects of the characteristics of strategic alliances on business performance. Conclusions – This study provides container liner shipping companies to get some policy and practical implications in terms of the characteristics of strategic alliances and business performance. First, the cost factor for alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The cost factor relationship between high and low performance group does not have a significant difference on the performance of strategic alliances. Second, the marketing factor of alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The high performance group's marketing factor has a great non-financial performance than low performance group, but the low performance group's marketing factor has a grater financial performance than high performance group factor does. Third, the service factor of alliances characteristics has a negative influence on the non-financial performance of strategic alliances. The high performance group's service factor has a great non-financial performance than low performance group. Based on the findings from this study, related implications and future avenues deserve to be discussed.

한미군사동맹과 글로벌 파트너십의 발전

김강녕(Kangnyeong Kim) 성신여자대학교 동아시아연구소 2016 국가와 정치 Vol.22 No.-

본 논문은 한미군사동맹과 글로벌파트너십을 분석하기 위한 것이다. 이를 위해, 한미관계의 전개와 군사동맹으로의 발전, 한미 포괄적 전략동맹과 글로벌 파트너십 추진현황, 한미군사동맹의 중요성과 향후 발전과제의 순서로 살펴본 후 결론을 도출해 본 것이다. 한미동맹은 6·25전쟁 속에서 태동했으며, 1953년 10월에 한국과 미국이 맺은 「한미상호방위조약」에 기초하고 있다. 지난 60여 년 동안 한미동맹은 끊임없는 북한의 위협과 도발 속에서도 대한민국이 자유민주주의와 경제적 번영을 달성하는 굳건한 초석이자 원동력이 되었다. 한미동맹은 한반도의 안정은 물론 아·태 지역 그리고 전 세계 안보와 번영의 초석이 되어 왔다. 한미동맹은 이제 안보협력을 넘어 정치, 경제, 문화, 인적 교류분야에서 폭넓은 협력을 바탕으로 포괄적 전략동맹으로 격상되었다. 2009년 ‘한미동맹 공동비전’을 통해 한미동맹은 포괄적 동맹으로 발전할 수 있었다. 한미 양국은 자유민주주의와 인권, 시장경제의 가치를 공유하며 군사, 외교, 안보, 경제, 사회, 문화를 포괄하는 호혜적 협력을 추구하기로 하였다. 한반도를 넘어 동아시아와 세계의 평화 와 번영에 기여하는 동맹으로 발전하는 데도 뜻을 같이하였다. 한미 양국은 ‘한미동맹 국방비전’과 ‘한미 국방협력지침’, ‘한미동맹 60주년 공동선언’ 등에서 제시한 포괄적 전략동맹으로의 발전을 위해 동맹의 협력 분야를 지속적으로 확대해가고 있다. 한미 양국의 국방관계는 안보협력을 넘어 미래를 위한 포괄적이고 전략적인 동맹으로 성장하고 있다. 양국은 「한미 상호방위조약」 원칙에 기초하여 집단적 방위 노력을 강화하고 사이버 위협, 대량살상무기 등 초국가적 안보위협에 공동으로 대처하면서 세계 평화와 안정에도 기여하고 있다. 주한미군의 안정적 주둔 여건을 보장함은 물론 한미 간 상호 이해를 증진시키기 위한 노력도 추진하고 있다. 한미는 향후에도 과거로부터 이어져 온 신뢰에 기초하여 한미동맹을 심화 발전시켜 나가야 할 것이다. 앞으로도 한미양국은 동맹의 협력분야를 지속적으로 확대함으로써 한반도는 물론 동북 아 및 세계 평화와 안정에 기여할 수 있을 것이다. The aim of this paper is to analyze the development of ROKU. S. military alliance and global partnership. To this end, the paper is composed of 5 chapters titled introduction, ROK-U.S. relations and the development of military alliance, current situation of ROK-U.S comprehensive strategic alliance and global partner ship, Importance of ROK-U.S. military alliance and future tasks, and conclusion. The ROK-U.S. Alliance dawned during the Korean War, and it is based on the ROK-U.S. Mutual Defense Treaty, which was concluded in October 1953 between the Republic of Korea and the United States. For over 60 years, the ROK-U.S. Alliance has been a firm foundation and driving force for the ROK to achieve a liberal democracy and economic prosperity in the face of persistent North Korean threats and provocations. The ROK-U.S. Alliance has been the foundation for peace and prosperity not only on the Korean Peninsula, but also in the Asia-Pacific region and the world. Today, the Alliance has been upgraded to a comprehensive strategic alliance that goes beyond security cooperation based on a broad range of cooperation in politics, economy, culture, and personnel exchanges. The “Joint Vision for the ROK-U.S. Alliance” of 2009 was a key initiative that developed the ROK-U.S. Alliance into a comprehensive alliance. The ROK and the United States decided to pursue cooperation that incorporates military, diplomacy, security, economy, society, and culture in a mutually beneficial manner while sharing common values such as liberal democracy, human rights and a market economy. The ROK and the United States continuously expand their cooperation areas in order to develop the Alliance into a comprehensive strategic alliance as presented in the Joint Vision for the ROK-U.S. Alliance, Guidelines for ROK-U.S. Defense Cooperation, and the Joint Declaration in Commemoration of the 60th Anniversary of the ROK-U.S. Alliance. ROK-U.S. defense relations are developing into a comprehensive strategic alliance that transcends their traditional security cooperation. The ROK and the United States reinforce their collective defense endeavors and cope jointly with transnational security threats such as cyber threats and weapons of mass destruction (WMD) based on the principles of the ROK-U.S. Mutual Defense Treaty, thereby contributing to world peace and stability. In addition, the two nations pursue various initiatives to not only ensure a stable stationing environment for the U.S. Forces Korea(USFK) but also enhance mutual understanding between the ROK and the United States. In the future, the ROK-U.S. Alliance should be further developed based on the trust that has continued from the past. The ROK and the United States will contribute to the peace and stability of Northeast Asia and the world by continuously expanding the areas of cooperation for the Alliance.