A strategic contingency model for technology alliance

Teresa Ju · Chia‐Ying Li · Tien‐Shiang Lee

30 citations0/0 files storedIndustrial Management & Data Systems

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Innovation and Knowledge Management International Business and FDI Business Strategy and Innovation

Abstract

Purpose Based on theories of organizational learning and strategic considerations, this study aims to develop a strategic contingency model for technology alliance and identify how alliance‐specific factors, strategic factors, and organizational capability factors influence firms to acquire competencies and competitive advantages through technology alliance. Design/methodology/approach A six‐page, 94‐item survey questionnaire was developed and mailed to top‐level managers of the semiconductor firms in Taiwan. A total of 63 valid responses were received. Findings The study results indicate that firms with higher absorption orientation, higher risk reduction orientation, higher R&D scale economy orientation, and higher top management team experiences tend to perform better in acquiring competitive advantages. In addition, the strategic fit between strategic factors, organizational capability factors and technology alliance choice could lead firms to better competitive advantage. Research limitations/implications Although the results of this study are fruitful, several suggestions could be made for academicians and business practitioners. First, the respondent rate of this study is low and could be improved. Second, in addition to the strategic contingency model as developed in this study, more research factors could be further investigated. Third, more case studies could be conducted to reconfirm the results of this study. Originality/value The major contribution of this study is to investigate what critical factors would influence the choice of a technology alliance model, and what effects the influencing factors have on the relationship between a technology alliance model and the intended competency development. The results of this study provide very important references for academicians and practitioners to investigate the effectiveness of technology alliance.

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1997Dynamic capabilities and strategic management 1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1985Competitive Advantage: Creating and Sustaining Superior Performance 1976Markets and Hierarchies: Analysis and Antitrust Implications.2006The Core Competence of the Corporation 1991Comparative Economic Organization: The Analysis of Discrete Structural Alternatives 1987Appropriating the Returns from Industrial Research and Development 1998Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances

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