在講求產品多元化的市場中,愈來愈多的企業開始向外發展,找尋異業合作的機會,希望透過合作夥伴間的互補性資源和技術,共創雙贏市場利基,推出與重不同的產品及促使新興產業的發展。異業合作不但能共享彼此的資源和技術,共同分攤研發成本和降低不確定性,也能從不同領域的觀點提出創新的想法,找尋進入市場的機會,增加產品對顧客的吸引力。 參與異業合作的公司都希望能為共同目標創造價值,也希望能在獲利中取得適當的分配,合作夥伴間同時存在依賴的合作關係和競爭的賽局模式,故聯盟成員合作的過程即為一合作賽局(Cooperative Games)。本研究以工藝和數位應用之異業合作為背景,透過合作賽局理論分析參與公司的資源與限制,幫助公司解析投入合作的優缺點,也藉由一系列個案訪談與分析,探討參與公司在投入異業合作後,哪些因子會影響合作夥伴滿意度和策略性目標的完成程度等合作績效。 本研究歸納分析有限的個案研究結果發現,參與異業合作動機和目的的不同,則會影響其選擇不同的合作架構,透過契約協議架構的合作獲得互補性資源的管道,而產權協議合作架構則取得資金與技術的交流開發新產品與新能力。在是否投入賽局決策中,「長期的重複賽局」和「合作公司之互惠獎懲」兩個條件可幫助異業合作形成長期支持的合作策略;合作開發的過程中,互補資源、策略重要性的影響、合作夥伴貢獻被保護程度、夥伴間依賴程度和績效評估難易五個變數,影響合作夥伴的滿意度和策略性目標的完成程度等合作聯盟之績效指標,而採用產權協議的合作方式時,合作公司組織與文化的相似程度對合作兩難的管理較有顯著影響。
Companies are seeking the opportunities for collaborations across industries with complementary resources and technologies to gain resources and skills, share R&D cost, reduce uncertainty, and extend to new markets. Two processes occur in a collaborative alliance across industries: the process of value creation in which the participating enterprises cooperate to achieve common objectives; and the process of value appropriation in which partners compete to divide the anticipated benefits of the alliance. As such a collaborative alliance constitutes a cooperative game. This study focuses on the collaborative alliance across artistic crafts and digital technology applications. Based on the views from cooperative game theory, this study analyzes the resources and constraints of the partners, the pros and the cons of collaboration, and discusses the key factors affecting the performance, such as partner’s satisfaction and accomplishment of objectives. Through the case studies, this research ientifies different motives and goals of the alliance affecting the structure of alliance formulated in contractual agreements or equity agreements. Two main determinants for long term collaboration are: long term iterative game and reciprocity, and rewards and punishments. In the cooperative process, there are five variables which affect performance of alliance: complementary resources, strategic importance, protection of partners’contribution, degree of dependence, and the ease in verifying partners’performance. Similarity in organizational cultures also affects performance in equity agreements collaboration.
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