根據交易成本經濟學認為,廠商在作單方專屬投資時,必會要求防衛機制(safeguard)來避免對方的機會主義行為。觀察台灣的製造業,以及近年來幾篇重要的文獻卻發現有許多供應商在沒有防衛下作單方專屬關係投資,利用為大廠接單所獲得的名聲的外溢效果創造更多訂單與價值。然而,買家廠商會利用多重供應來源來讓供應商相互競爭,文獻認為多重供應來源會抵減供應商單方專屬關係投資的意願。不過在群聚中我們發現,透過適當的管理機制讓買家在多重供應來源中依然使供應商繼續作單方專屬關係的投資。因此,本研究主要是在探討多重供應來源與管理機制如何作用讓群聚形成專業化分工以及競爭又合作的關係。 根據我們的研究分析做出了以下結論:(1) 當買家使用多重供應來源時,應維持訂單來源的穩定成長,以免多重供應來源對關係績效有負面影響。(2) 買家使用多重供應來源時應有配套的管理機制來形成對關係績效的正面影響,如重視供應商過去的績效表現、對創新產品契約期限長度、鼓勵供應商之間的資訊分享與溝通。(3) 聯盟或群聚的領導廠商 (通常是買方) 如何在擴大生產網絡規模的同時,亦能發展出更完備的管理機制,是群聚或聯盟成功發展的關鍵。
Firms making unilateral relationship-specific investment, according to transaction cost theory, would ask the partner’s safeguard to avoid opportunism behavior. In Taiwanese manufacturing, we found there were many suppliers make unilateral relationship-specific investment without any safeguard through literatures and observation, in order to create more value by reputation spillover. However, buyers often used multiple sourcing to allow suppliers compete, base on literatures, it would offset the suppliers’ intention of investment. In the cluster, we found that multiple sourcing with governance mechanisms still make suppliers do unilateral relationship-specific investment. Therefore, this study was to explore how the cluster used multiple sourcing with governance mechanisms to develop specialization and co-opetitive relationship. Summarized the propositions as following: (1) When buyers using multiple sourcing, the resources would be stable growth in order to avoid negative effect on the relationship performance. (2) The governance mechanisms, such weighing past performance, awarding longer contracts to innovation, encouraging communication, have positive effects on the relationship performance. (3) How the leader of alliance or cluster (the buyer) enlarge network size to develop more complete governance mechanisms at the same time is the key of success.