• The Journal of Society for e-Business Studies
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• v.7 no.1
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• pp.1-17
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• 2002

Business environment for e-commerce companies have been rapidly changed for the last several yens and they have found out that strategic alliance as one of the important and practical means to cope with the dynamic environment. Despite the increasing number of e-commerce company's strategic alliances during last several years, there have been few studies made on strategic alliance which reflect the e-commerce company's uniqueness： dynamism, time to market, If-based business, etc. In order to reflect this uniqueness, we attempt to derive guidelines of alliance process for e-commerce companies in three aspects： 1) resource system analysis, 2) value chain analysis, and 3) If-based strategic alliance implementation and management. Finally, we propose the integrated process of strategic alliance for e-commerce companies including those proposed guidelines.

• International Commerce and Information Review
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• v.16 no.3
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• pp.431-463
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• 2014

This paper analyzed the effect of the alliance capabilities needed for each stage of alliance lifecycle(search & negociation, contract, operation, evaluation/termination) according to the alliance life cycle of SMEs consulting firms on the performance, and the moderating effect of the partnership & entrepreneurship between the process capabilities and performance using the multi-group analysis The result shows that searching & operational capabilities have a positive impact on the customer & learning performance, not contracting and termination capabilities, and the partnership & entrepreneurship moderated between the process capabilities and alliance performance. This study shows that the operation stage in the alliance life cycle is the most important, in this process alliance partners show the higher partnership & entrepreneurship than any other stages.

• Asia Marketing Journal
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• v.13 no.2
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• pp.49-69
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• 2011

Issues of how firms form collaborative inter-firm alliances, how they nurture the alliance relationships as meaningful ones, and how they evolve and manage collaborations in turbulent market environments deserve increasing research attention. To contribute to filling this void, this study conceptualizes an alliance orientation as a firm's capabilities to help achieve an advantageous alliance performance to its rivals and based on this concept, demonstrates specific process for a successful alliance performance. First, this study empirically explores the influence of a new construct, alliance orientation, on firms' alliance performance. Second, the concept of alliance creativity as a positional mediation variable between alliance orientation and market performance is explained and then empirically explored. Third, alliance performance as a mediator between alliance orientation and market performance is presented and then is empirically reviewed.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.14 no.4
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• pp.48-59
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• 2006

This Study focused on the process of technology transfer for the aircraft development program by the strategic alliance. Especially, this study showed how the learning firms absorb new technology from the foreign leading company. This case study concludes that teachability, asset specificity, relation capital with partner, information sharing system in organization and knowledge base are key factors for absorbing the new technology from the technology leading partner.

• East Asian Economic Review
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• v.26 no.2
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• pp.119-142
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• 2022

This paper uses social network theory and the internationalization process model (IPM) to determine how external network linkages influence the location choices of multinational enterprise from emerging economies (EMNEs); specifically, whether past alliance experience influences location choices and its impact on the subsequent entry of MNEs from emerging economies. This paper applies survival analysis using initial and secondary investments from 2,000 Chinese A-share listed companies that entered 90 countries between 1997 and 2018 to analyze both the initial and subsequent entries of Chinese outward foreign direct investments (OFDIs) in major host countries. The findings indicate that an MNE's previous experience with a company from a particular country will increase the likelihood of an initial investment in that country. Previous alliance experience may accelerate the foreign investment process of EMNE and stimulate firms making a commitment to a position in a foreign network, regardless of cultural distance and stage of internationalization. Alliance before initial investment may increase the likelihood and speed of entering a host country as wholly owned subsidiaries and that network linkages not only significantly influence the internationalization process of small and medium-sized enterprises, as indicated by the IPM, but also that of large listed firms.

• International Commerce and Information Review
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• v.8 no.2
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• pp.313-330
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• 2006

The purpose of this paper is to study alliance managers' knowledge exchange in cyber communities. The ranges of people participating in various kinds of cyber communities has changed. While some communities require members to have particular skills or qualification, there are millions of open communities in which anyone with internet and web access can participate. Consequently, the majority of users in these open communities and many others are not technical people or skilled office workers. Through participating in the interpersonal knowledge exchange process, alliance managers save time, and are provided with opportunities to confirm their personal knowledge as up-to-date and relevant to the specific context. By using the interpersonal process, they conform with and confirm the community's social etiquette, which dictates its preference for the identified exchange mechanism.

• The Journal of the Korea Contents Association
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• v.18 no.7
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• pp.577-589
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• 2018

The future of ROK-US alliance has not been discussed in detail by both governments since early 2000s. However, it is becoming more apparent that ROK-US alliance is facing various daunting challenges. The new administrations both in ROK and US might have different perspectives about the future of alliance. In the process of resolving outstanding North Korean nuclear issue, the alliance can face challenges to change its fundamental features such as halting joint military exercise. ROK-US governments also agreed to transfer wartime operational control as soon as possible. All those factors indicates the growing necessity to articulate the future of ROK-US alliance. ROK and US needs to facilitate to dialogue for future alliance with the possible scenarios of changing security environment such as maintaining status quo, reconciliation of North and South Korea, and entering the reunification stage. In each phase, ROK-US has to develop the goal for the alliance, military institution to implement the alliance, role of USFK, and etc. It is imperative to develop the road map for future ROK-US alliance at this stage to avoid unnecessary folly.

• International conference on construction engineering and project management
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• 2009.05a
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• pp.212-217
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• 2009

Strategic alliance is a proactive management process that integrates and optimizes value-added services of each party to best achieve business objectives of all parties within the relationship. Under the current competitive global environment, strategic alliance can produce a "Win-Win" situation and thus change paradigm that has resided in the construction industry. While many studies revealed the significance of alliance relationship in the industry, its impact on project performance has rarely been analyzed. Using the data obtained from 661 construction projects in the Construction Industry Institute database (359 projects from 38 owners and 302 projects from 29 contractors), this study first diagnoses the implementation status of strategic alliance at both project and company levels. Then, its impact on project performance is quantified and discussed. The descriptive analysis performed in this study revealed that an average of 79% of owner companies and 69% of contractor companies have ever implemented strategic alliance into at least one of their projects. However, both owner and contractor companies did not always use the strategy for all or their projects. Only 33% and 30% of projects reported by owners and contractors have been completed under alliance relationship, respectively. Analyzing the alliance impact on project performance, this study also establishes that strategic alliance positively affects project performance of both owners and contractors while owners should consider and control the level of its use for their projects. Recognizing and understanding the benefits from strategic alliance will be a starting point to produce mutual success among project participants, ultimately allowing the construction industry to go forward to a sustainable industry that transfers success from one project to the other.

• Journal of Information Technology Applications and Management
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• v.16 no.3
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• pp.87-100
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• 2009

The purpose of this study is to investigate the evolution of regional tourism resources from the perspective of business ecosystem network. A regional tourism structure changes due to various factors such as natural resources, facilities, festivals and events, public resources, and etc. An exploratory analysis was conducted to examine the interaction between resource characteristics and alliance complexity in the regional tourism industry. In the process, the duality of technology provides an insight into the interaction among several players within an alliance network which include regional attractions and tourism industry. As a result. we identified four types of tourism alliance network: functional, organizational, resource-oriented, and artificially-allied. The managerial implications are also discussed.

• International Commerce and Information Review
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• v.17 no.3
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• pp.225-250
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• 2015

While strategic alliance of multinational corporation has boost, opportunistic behavior is also increased recently. This study examines the cause of opportunism in strategic alliance by focusing on the development of opportunistic behavior, a process in which resource complementarity and risk perception decides attitudinal direction, ultimately leading to opportunism. Empirical test based on 257 alliance participants shows that risk perception had a greater influence on firms' attitudinal and behavioral directions compared to benefit perception. Notably, relational risk heavily influenced firms' competitive attitude and opportunistic behavior. Finally, the study concludes that firms' competitive and independent attitude caused by risk perception negatively influence alliance outcome. Based on the results, it is drawn that alongside the external tools such as surveillance, control, monitoring or legalistic pleas, management of risk perception during the alliance process has significance influence on the achievement of alliance goals.