본 연구에서는 국제 전략적 제휴에서 파트너 간 문화적 거리가 점진적 혁신 성과와 급진적 혁신 성과에 미치는 효과에 대해 분석하고자 하였다. 이에 더하여, 동일 산업 간 제휴 및 이종 산업 간 제휴의 차이로 대표되는 파트너 간 산업 지식 기반의 차이가 독립변수의 효과를 조절하는지 규명해 보고자 하였다. 구체적으로, 문화 차이에서 비롯된 파트너 간 인지적 거리(recognition distance)가 혁신에 필요한 학습 능력에 영향을 미친다는 이론적 논의와 이러한 영향력이 산업 환경의 지식 기반 차이에 따라 달라진다는 관점 하에 가설을 설정하였다. 본 연구의 가설 검증을 위해서는 2009년부터 2012년까지 4년의 기간 동안 139개의 국내 코스닥 상장 기업이 체결한 364건의 국제 전략적 제휴를 표본으로 특허 창출 건수를 종속변수로 하는 음이항 회귀분석(negative binomial regression)을 실시하였다. 분석 결과, 제휴 파트너와의 문화적 거리가 멀수록 점진적 혁신에 긍정적 영향을 미치는 반면, 급진적 혁신에는 부정적 영향을 미치는 것을 확인할 수 있었다.

Large retailers use strategic alliances with suppliers in order to obtain customized distribution services from the suppliers. Forming strategic alliances with large retailers requires suppliers to make relationship-specific investments in the retailers. Transaction cost analysis suggests that the investments create a potential of hold up and discourage suppliers from forming the alliance. This study considers that regulatory focus of suppliers is a determinant of forming strategic alliance. It hypothesizes that promotion-focused suppliers are likely to accept an uncertain alliance with larger retailers even if it requires them to make relationship-specific investments. On the other hand, it is suggested that prevention-focused suppliers are unlikely to accept the same offer under the same conditions.

“The rise of China” is a critical issue of the twenty-first century’s world politics. China is leading the new bipolar system in the post-Cold War period with the US. As the American dominance in East Asia became weaker, the old containment could not be fully implemented anymore. As a result, a new comprehensive strategic initiative covering the whole Pacific coastal States is being adopted. The outcome of this transformation is the Trans-Pacific Partnership (TPP), which was reached on October 5, 2015. This article aims to analyze the newly arisen TPP as a post-Cold War strategic alliance of East Asia. The TPP is a mega regional trade agreement. Its predictable legal setting is thus indispensable for the peaceful coordination of competition between both sides. The TPP could be a firm ground for the stability of this region, sharing the vision of cooperation, not confrontation in the future.

The purpose of this study was to investigate whether strategic alliance sales promotions have short-term or long-term or sales or communication effects in the family restaurant industry. The hypotheses were tested in family restaurant settings using a sample of customers visiting and enjoying food in the metropolitan city of Daegu. Empirical results confirmed that strategic alliance sales promotions had short-term and long-term effects, as well as sales and communication effects. Therefore, family restaurant managers should adopt or keep sales promotion strategic alliances with credit card companies. Furthermore, family restaurant managers should adopt or keep sales promotions with other companies. In a future study, more variables should be selected to test the sales promotion effects of strategic alliances.

본 연구는 국내기업의 국제전략적제휴를 대상으로 전략적제휴의 사업성과 결정요인을 분석하였다. 지난 1990년부터 2000년까지 국내기업이 체결한 국제전략적제휴를 연구대상으로 전체 23개 산업에 걸쳐 52개의 국내기업들이 체결한 124건의 제휴사례를 연구대상으로 하였다. 가설검증을 위해서 요인분석, 군집분석, 분산분석, 비모수통계분석을 시행하여 다음과 같은 연구결과를 얻었다. 국내기업의 국제전략적 제휴 유형은 파트너기업과의 조직간 상호작용정도와 잠재적갈등정도에 따라 친경쟁적 제휴, 비경쟁적 제휴, 선경쟁적 제휴, 경쟁적 제휴 등 네가지 유형으로 나타났다. 전략적 제휴의 유형별로 사업성과가 다르게 나타났다. 비경쟁적 제휴가 사업성과가 가장 높게 나타났으며 친경쟁적 제휴는 상대적으로 사업성과가 가장 낮게 나타났다. 이러한 연구결과는, 전략적 제휴의 유형과 사업성과에 관한 연구를 통하여 전략적 제휴와 산업의 관련성, 경쟁자와의 관계, 조직간 상호작용과 갈등의 문제들이 사업성과와 밀접한 관련이 있다는 것을 의미한다.

본 연구에서는 전략적 제휴의 궁극적 목적인 기업가치 향상에 전략적 제휴가 과연 어떠한 영향을 미치는가를 구체적, 실증적으로 분석함으로써 전략적 제휴를 도입하려는 기업과 기업의 이해관계자들에게 보다 객관적인 연구결과를 통한 시사점을 제시하고자 하였다. 이를 위해 회계 및 재무분야에서 주로 사용하는 사건연구방법(event study approach)을 이용하여 기업의 전략적 제휴 공시가 주가에 근거한 기업의 가치에 어떠한 영향을 미치는가를 파악하고자 하였으며, 기존 연구에서 분류하고 있는 여러 가지 전략적 제휴의 형태 및 특성에 따라 그 영향이 어떻게 달라지는지를 추가로 검토하였다. 연구의 결과, 자본시장은 기존의 연구들과 달리 전략적 제휴의 공시에 대해서는 특별한 반응을 보이지 않지만(가설 1), 기술제휴와 시장제휴로 구분한 경우에는 시장제휴가 좋지도 나쁘지도 않은 재료로 작용하는 반면 기술제휴는 좋은 재료로 작용하는 것으로 나타났으며(가설 2), 전략적 제휴에 있어서 파트너 기업보다 규모가 작은 기업의 초과수익률이 파트너 기업보다 규모가 큰 기업의 초과수익률을 상회하는 것으로 나타났다(가설 3). 그러나 전략적 제휴 파트너기업과의 관계에 있어서는 관련기업과의 제휴이든 비관련기업과의 제휴이든 자본시장의 반응에 있어서 뚜렷한 차이를 보이지 않는 것으로 나타났다(가설 4).

This paper aims to empirically examine how shipping companies can effectively acquire knowledge from their strategic alliance partners. This paper adopts cooperative network embeddedness mechanism, such as network density and tie closeness, as a channel through which to acquire more knowledge for shipping participants within a strategic alliance network. This study also examines the moderating role of competition between alliance partners in reinforcing the effectiveness of the cooperative relationships on the knowledge acquisition. Based on the literature, hypotheses to predict the aforementioned associations between cooperative network embeddedness and knowledge acquisition and the moderating role of competition in facilitating that association are established. A quantitative research method using survey data conducted in the Korean shipping industry was employed in order to empirically test the presented hypotheses. The results show that if players in a shipping alliance network are embedded in a dense network and have close relationships with their alliance partners, this helps to facilitate a greater degree of knowledge acquisition from the partners; and the impact of network density on the knowledge acquisition would be intensified with the higher level of competition between shipping companies.

As the market of express delivery services expands rapidly, delivery service companies are exposed to severe competition. As a result of the surplus of delivery companies, they are struggling with remaining competitive at a reasonable price with appropriate level of customer satisfaction. To cope with competition pressures, a strategic alliance is suggested as an effective solution to the challenges faced by small and medium enterprises (SMEs) in express delivery services. Therefore, this study suggests a combined optimization and simulation approach to the reconfiguration of an express delivery service network for strategic alliance with respect to strategy partnership of closing/keeping service centers among companies involved and adjustments of their cutoff times. An illustrative numerical example is presented to demonstrate the practicality and efficiency of the approach.

문화는 그 사회를 구성하는 구성원의 행동과 판단의 준거가 되기 때문에 전략적 제휴에도 많은 영향을 미친다. 정기선사간의 전략적 제휴의 실패는 재무적인 요인이나 영업적인 요인들보다도 문화적인 요인의 영향을 더 많이 받는다. 문화적인 요인에 영향에 의한 전략적 제휴의 실패는 파트너에 대한 문화적인 차이를 간과한 결과이므로 다른 요인들보다도 문화적인 요인에 대한 우선적으로 고려해야 한다. 문화에 대한 개방성을 통해 파트너를 이해하고, 전략적 제휴를 수행하는 구성원들의 만족을 고려해야 전략적 제휴를 성공적으로 이끌 수 있다.

In recent years, shipping and ports industries are faced with enormous changes like globalization, market liberalization and borderless businesses. To cope with this competitive environment, a certain form of cooperation among ports is necessary to provide high quality of services and lower costs to establish their market power against shipping companies. The purpose of this study is to identify the motivation of the strategic alliances between ports and demonstrate the level of importance using Analytic Hierarchy Process(AHP). Among four motivations of the strategic alliances which are strategic motivation, economic motivation, operational motivation and marketing motivation, economic motivation is the most important factor for ports alliances than other factors. This is because economic motivation among strategic alliances allow ports in the same market to rationalize supply and demand, thus avoiding unnecessary over-supply and over-competition and also can reduce service costs by using comparative advantages of each partner which make costs cheaper.

The purpose of this paper is to study a relationship between alliance success factors and performances of strategic alliance. In order to achieve the purpose of this research, factor analysis, reliability and validity and regression method are used. In conclusion, alliance success factors can be divided as mutual complementarity and information sharing factor, sharing and mutual agreement of vision and goal factor, performance management factor and culture and organization factor. According to regression results, all of four factors affects significantly dependent variables. Among them, mutual complementarity and information sharing mostly affects each dependent variable.

From the beginning of 1990s , also in the shipping industry, especially liner shipping industry competition has been more intensive and difference of the service quality among shipping companies has been learned . On the other hand, a shipping company has some limitations to do its international mission for itself just by broadening service area. For this reason, the necessity for the global strategi alliance among the shipping companies, which is orginally aimed at sharing of facilities and organixation, has been developed. Through strategic alliance, liner shipping companies do not need to input the additional capitals to increase the material assets such as vessel capacity and spread the risk by the enlargement of the market. Also, they can secure the competitive edge through efficient utilizaton of assets. The purpose of strategic alliance of Hanjin Shipping Ltd., can be summarized as follows ; broadening of service area, cost reduction through vessel sharing, realization of rationalized shipping service by terminal and equipment or facilities sharing. Liner strategic alliances are agreement among liner companies to pol their equipment , andterminals for joint operations and services in which each alliance partner continues to serve its market using jointly operated or used inland feeders,inland terminals, port terminals, and mainline fleets of ship as well as joint pools of containers and equipment. Strategic alliances are generally more formal agreements than consortia and impose longer term and far reaching obligation on their members. It also acts as one in developing and advancing the strategic aims of the alliance members. The most important objective for liner strategic alliances is cost reduction and improvement in capital asset utilization. Main aims of strategic alliance drawn in this paper, can be enumerated follows : 1. improvements in service frequency and quality : 2. improvements in vessel and equipment utilization and thereby reductions in fixed and variable cost ; 3. improvements in market shares and high value cargo booking ; 4. reductions in intermodal storage and port terminal throughput costs ; 5. improvements in negotiating powers with ports and feeder transport providers ; 6. reduction in financial and other fixed costs such as insurance; 7. coordination and integration of MIS and EDI systems and service for greater efficiency and market penetration ; and, 8. improvements in logistic chain management and economic of scale by equipment depot, terminal, and vessel sharing.