Journal of Korea Trade

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The Effect of Performance Feedback on Firms' Decision to Form an International Strategic Alliance and Performance in the Korean Manufacturing Industry

  • Han, Sang-yun (Department of Industrial Distribution, Kongju National University)
  • Received : 2021.03.24
  • Accepted : 2021.06.18
  • Published : 2021.10.31
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Abstract

Purpose - International strategic alliance has been regarded as a strategic decision made by firms' managerial problems and ensure performance growth. From the perspective of the proactive behavior for changing strategies in a global market, this study aims to identify whether performance feedback influences firms' decisions to pursue strategic alliances. This study examines the effects of performance feedback on performance when firms use strategic alliances. Design/methodology - To analyze the impact of performance feedback on forming an international strategic alliance, this study adopt the concept of performance feedback to develop a research model and our hypotheses. Thus, this study used a two-stage least squares unbalanced panel data analysis with random effects. This study is based on 24,543 observations from Korean manufacturing firms from 2007 to 2016. Findings - The results show that firms pursue the formation of strategic alliances more actively, if their past financial and R&D performance are lower than their aspiration level, based on the result of performance feedback. An in split sample analysis for examining the effect of a firm's technology sophistication based on the OECD's classification, negative innovation performance discrepancy has positive effects on the probability of international alliance in high-tech and medium-high-tech industries. Financial performance also improves when a firm decides to form a strategic alliance based on the results of performance feedback. Originality/value - This research extends recent efforts to better understand the effect of performance feedback on firms' performance when they use strategic alliances. These findings suggest that the CEOs and managers of firms should consider the performance feedback perspective when deciding to pursue a strategic alliance to improve performance. In other words, the decision-makers in a firm must analyze and consider various complex variables inside and outside the firm and expand such subjects of examination to more complex and dynamic factors.

Keywords

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