تحلیل نقش خاستگاه صنعت در طراحی و انتخاب ساختار اتحادهای استراتژیک

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 دانشیار، گروه مدیریت صنعتی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران.

2 دکتری، گروه مدیریت بازرگانی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران.

چکیده

هدف: طراحی ساختار برای اتحادهای استراتژیک، بدون توجه به اقتضائات خاص خاستگاه صنعتی که اتحاد در آن شکل می‌گیرد، اقدامی پُرریسک است. پژوهش حاضر با طبقه‌بندی صنایع برحسب تفاوت آنها از حیث فرایند و دستاورد، به کلیدی‌ترین عامل برای انتخاب و طراحی ساختار در هر طبقه از صنایع اشاره می‌کند.
روش: این پژوهش کیفی از استراتژی نظریه‌پردازی بر مبنای موردکاوی‌های چندگانه یا رویکرد معنابخشی تفسیری برای بررسی شش نمونه مستقل از اتحادهای استراتژیک میان شرکای ایرانی و خارجی بهره گرفته است.
یافته‌ها: برحسب یافته‌های حاصل از تحلیل موردکاوی‌ها، هرگاه اتحاد در صنعتی شکل گیرد که از حیث فرایند، مدیریت‌پذیر و از حیث دستاورد، تفسیرپذیر باشد، مؤلفه حفاظت حقوقی در انتخاب و طراحی ساختار اتحاد، بیشترین تأثیر را خواهد داشت. در شرایط مدیریت‌ناپذیری فرایند و تفسیرناپذیری دستاوردها، مؤلفه اعتماد، به اصلی‌ترین عامل در طراحی ساختار تبدیل می‌شود. همچنین، مؤلفه سازوکارهای رسمی کنترل در حالت بینابینی مدیریت‌پذیری فرایند و تفسیرناپذیری دستاورد و مؤلفه هنجارهای اجتماعی در حالت مدیریت‌ناپذیری فرایند و تفسیرپذیری دستاورد به اولویت‌های اصلی در طراحی ساختار مبدل می‌شوند.
نتیجه‌گیری: خاستگاه‌های صنعتی متفاوت، بر ساختار و سازمان‌دهی بنگاه‌های تجاری، الزام‌ها و اقتضائات خاصی را حاکم می‌کنند. برای طراحی ساختار اثربخش و کارآمد، لازم است پس از شناسایی این اقتضائات، از آنها در جایگاه اولویت‌های مؤثر بر طراحی ساختار استفاده کرد. الگوی این پژوهش، مبنایی برای طبقه‌بندی صنایع است و اصلی‌ترین اولویت در طراحی ساختار اتحاد را مشخص می‌کند.

کلیدواژه‌ها

عنوان مقاله [English]

Analysis of the Industrial Context in Developing and Choosing the Structure of the Strategic Alliances

نویسندگان [English]

  • Nima Mokhtarzadeh 1
  • Seyed Hossein Jalali 2
1 Associate Prof., Department of Industrial Management, Faculty of Management, University of Tehran, Tehran, Iran.
2 Ph.D., Department of Business Management, Faculty of Management, University of Tehran, Tehran, Iran.
چکیده [English]

Objective: Most of the failed strategic alliances have suffered from inefficient structures. Developing and choosing a structure for an alliance cannot be effective, unless the alliance's managers consider the contextual parameters. Among different contextual parameters, the industrial context is very important because each industry has its own level of process manageability and outcome interpretability; and these attributes are varied within the range of industries. Thus, this paper aimed to investigate the effect of industrial context on structure of alliances, and also, to identify the first priority for developing and choosing a structure for strategic alliances.
 
Methodology: The present research is conducted through multiple case study strategies, based on an interpretive paradigm. Applying the interpretive paradigm is necessary for such a research to reach a comprehensive understanding of the phenomenon. So, the researchers conducted 6 independent case studies on strategic alliances between Iranian companies and the international partners in different sectors such as oil and gas, telecommunication, online-services, food and beverage, auto parts, as well as pharmaceuticals.
 
Findings: Due to the research framework, industries can be classified into four groups by theirs process manageability and outcome interpretability. Alliances were not formed in isolation, and their industrial context would affect their structure and organization. The data from within-case analysis as well as cross-case analysis showed that each type of industrial context may result in a different set of variables which affect the organizational design of an alliance. The findings of the present research suggested that legal safeguards is the first priority for alliances which are formed in high manageability/high interpretability industrial context and trust would have the same role in alliances with low manageability/low interpretability context. Moreover, the formal control mechanisms in low manageability/high interpretability, and the social norms in high manageability/low interpretability are the dominant factors to develop and choose a structure for alliances.
 
Conclusion: The context is missing parameters in researches on the structure of strategic alliances. It is impossible to design a prosperous alliance without considering the context in which the alliances are formed. This research aims to clarify this issue by focusing on industrial context and to provide a better understanding of how to design a better alliance. Furthermore, it can be inferred that the structure of strategic alliances is decided by simply choosing between binary options of contractual-based and equity-based forms. The specific industrial context of each alliance force specific prerequisites and structure of alliances should provide an appropriate response to these requirements.

کلیدواژه‌ها [English]

  • Strategic Alliances
  • Alliance Structure
  • Industrial Context
  • Multiple Case Studies

مراجع

حقیقی، محمد؛ جلالی، سید حسین (1396). شکل‌گیری شراکت‌های راهبردی از دیدگاه تئوری نهادی. مدیریت بازرگانی، 9(4)، 717- 738.
خاشعی، وحید؛ آشفته، ایمان (1398). الگوی ریسک‌های شراکت‌های راهبردی بین‌الملل در صنعت لوازم خانگی ایران. مدیریت بازرگانی، 11(3)، 543- 564.
شاه‌حسینی، محمدعلی؛ حیدری، علی؛ اعرابی، سیدمحمد؛ قادری کنگاوری، صادق (1398). ارائه مدلی برای مدیریت اتحادهای راهبردی تحقیق و توسعه در صنعت خودروی کشور ایران. مدیریت بازرگانی، 11(1)، 25- 44.
صادق، محمدهادی؛ شاه‌حسینی، محمدعلی؛ حیدری، علی (1399). استخراج عوامل مؤثر بر فرایند شکل‌گیری حاکمیت شرکتی در اتحادهای استراتژیک از نوع سرمایه‌گذاری مشترک بین‌المللی با استفاده از روش مرور نظام‌مند. مدیریت بازرگانی، 12(1)، 64-93.
محبی‌منش، امید؛ حسنوی، رضا؛ توکلی، غلامرضا؛ باقری، ابوالفضل (1398). شناسایی و تبیین عوامل کلیدی توانمندساز در اجرای مشارکت راهبردی موفق. مدیریت بازرگانی، 11(4)، 944- 964.
 
References
Abdi, M., & Aulakh, P. S. (2017). Locus of uncertainty and the relationship between contractual and relational governance in cross-border interfirm relationships. Journal of Management, 43(3), 771-803.
Adegbesan, J. A., & Higgins, M. J. (2011). The intra-alliance division of value created through collaboration. Strategic Management Journal, 32(2), 187-211.
Albers, S. (2010). Configurations of alliance governance systems. Schmalenbach Business Review, 62(3), 204-233.
Albers, S., Wohlgezogen, F., & Zajac, E.J. (2016). Strategic alliance structures: An organization design perspective. Journal of Management, 42(3), 582-614.
Aulakh, P. S., & Gençtürk, F. E. (2008). Contract formalization and governance of exporter–importer relationships. Journal of Management Studies, 45(3), 457-479.
Beckman, C. M., Haunschild, P. R., & Phillips, D. J. (2004). Friends or strangers? Firm-specific uncertainty, market uncertainty, and network partner selection. Organization science, 15(3), 259-275.
Carson, S. J., Madhok, A., & Wu, T. (2006). Uncertainty, opportunism, and governance: The effects of volatility and ambiguity on formal and relational contracting. Academy of Management Journal, 49(5), 1058-1077.
Castañer, X., Mulotte, L., Garrette, B., & Dussauge, P. (2014). Governance mode vs. governance fit: Performance implications of make – or –ally choices for product innovation in the worldwide aircraft industry 1942–2000. Strategic Management Journal, 35(9), 1386-1397.
Castellacci, F. (2008). Technological paradigms, regimes and trajectories: Manufacturing and service industries in a new taxonomy of sectoral patterns of innovation. Research Policy, 37(6-7), 978-994.
Cavusgil, S. T., Deligonul, S., & Zhang, C. (2004). Curbing foreign distributor opportunism: An examination of trust, contracts, and the legal environment in international channel relationships. Journal of International Marketing, 12(2), 7-27.
Chen, H., & Chen, T.J. (2003). Governance structure in strategic alliance: Transaction cost versus resource based perspective. Journal of World Business, 38(1), 1-14.
Davis, J. P., & Eisenhardt, K. M. (2011). Rotating leadership and collaborative innovation: Recombination processes in symbiotic relationships. Administrative Science Quarterly, 56(2), 159-201.
Dooley, L. M. (2002). Case study research and theory building. Advances in Developing Human Resources, 4(3), 335-354.
Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57-74.
Eisenhardt, K.M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
Eisenhardt, K.M., & Graebner, M.E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25-32.
Ghazi Nouri, S., Mokhtarzadeh, N., Abooyee, M., & Rashidi Astaneh, M. (2020). The emergence of dynamic capabilities in a knowledge-based SME for Fintech. Innovation Management Journal, 9(1), 101-138. (in Persian)
Glaser, B. G., & Strauss, A. L. (1967). The Discovery of Grounded Theory: Strategies for Qualitative Research. Chicago: Aldine.
Gomes, E., Barnes, B. R., & Mahmood, T. (2016). A 22 year review of strategic alliance research in the leading management journals. International Business Review, 25(1), 15-27.
Guba, E.G., & Lincoln, Y.S. (1994). Competing Paradigms in Qualitative Research. In Denzin, N.K. and Lincoln, Y.S. (Eds), Handbook of Qualitative Research, pp. 105-117, Thousand Oaks, CA: Sage.
Haghighi, M., & Jalali, S. H. (2018). Strategic Alliance Formation from the Institutional Theory Perspective. Quarterly Journal of Business Management, 9(4), 717-738. (in Persian)
Hoetker, G., & Mellewigt, T. (2009). Choice and performance of governance mechanisms: matching alliance governance to asset type. Strategic Management Journal, 30(10), 1025-1044.
Jalali, S. H. (2017). How alliance partner characteristics can affect performance? An empirical evidence from emerging economies context. International Journal of Strategic Business Alliances, 6(1-2), 1-17.
Jalali, S. H. (2019). Cognitive capabilities and the strategic alliances' performance: how time frame matters? International Journal of Management and Network Economics, 4(3), 230-245.
Jiang, X., Li, M., Gao, S., Bao, Y., & Jiang, F. (2013). Managing knowledge leakage in strategic alliances: The effects of trust and formal contracts. Industrial Marketing Management, 42(6), 983-991.
Khashei, V., & Ashofteh, I. (2019). Developing a model of the risks of international strategic alliances in home appliance industry in Iran. Journal of Business Management, 11(3), 543-564. (in Persian)
Krishnan, R., Geyskens, I., & Steenkamp, J. B. E. (2016). The effectiveness of contractual and trust‐based governance in strategic alliances under behavioral and environmental uncertainty. Strategic Management Journal, 37(12), 2521-2542.
Lavie, D., Haunschild, P. R., & Khanna, P. (2012). Organizational differences, relational mechanisms, and alliance performance. Strategic Management Journal, 33(13), 1453-1479.
Lin, H., & Darnall, N., (2015). Strategic alliance formation and structural configuration, Journal of Business Ethics, 127(3), 549-564.
Mellewigt, T., & Das, T. K. (2010). Alliance structure choice in the telecommunications industry: between resource type and resource heterogeneity. International Journal of Strategic Change Management, 2(2-3), 128-144.
Mellewigt, T., Thomas, A., Weller, I., & Zajac, E. J. (2017). Alliance or acquisition? A mechanisms-based, policy-capturing analysis. Strategic Management Journal, 38(12), 2353-2369.
Mockler, R. J., Dologite, D. G., & Carnevali, N. M. (1997). Type and structure of multinational strategic alliances: the airline industry. Strategic Change, 6(5), 249-260.
Mokhtarzadeh, N. G., Mahdiraji, H. A., Jafarpanah, I., Jafari-Sadeghi, V., & Bresciani, S. (2021). Classification of inter-organizational knowledge mechanisms and their effects on networking capability: a multi-layer decision making approach. Journal of Knowledge Management. doi 10.1108/JKM-07-2020-0579.
Mokhtarzadeh, N. G., Mahdiraji, H. A., Jafarpanah, I., Jafari-Sadeghi, V., & Cardinali, S. (2020). Investigating the impact of networking capability on firm innovation performance: using the resource-action-performance framework. Journal of Intellectual Capital, 21(16), 1009-1034.
Mokhtarzadeh, N. G., Mohammadi, M., Nilforoushan, H., & Ojaghloo, M. (2020). The Effect of Inter-Firm Synergy on Firm’s Performance in Technological Innovation: The Moderating Roles of Technological Innovation Capability and Innovation Strategy (The Case of Subsidiaries of a Technology-based Organization). Innovation Management in Defense Organizations, 3(2), 77-104. (in Persian)
Mohebimanesh, O., Hosnavi, R., Tavakoli, GH., Bagheri, A. (2019). Identifying and explaining key enabling factors to implement a successful strategic alliance. Journal of Business Management, 11(4), 944- 964. (in Persian)
Ouchi, W. G. (1979). A conceptual framework for the design of organizational control mechanisms. Management science, 25(9), 833-848.
Ozcan, P., & Eisenhardt, K.M. (2009). Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Academy of Management Journal, 52(2), 246-279.
Pavitt, K. (1984). Sectoral patterns of technical change: towards a taxonomy and a theory. Research Policy, 13(6), 343-373.
Perrow, C. (1967). A framework for the comparative analysis of organizations. American Sociological Review, 32(2), 194-208.
Ragin, C. C., & Becker, H. S. (Eds.). (1992). What is a Case?: Exploring the Foundations of Social Inquiry. Cambridge, UK: Cambridge University Press.
Reuer, J. J., & Devarakonda, S. (2012, January). Beyond contracts: Governing structures in non-equity alliances. In Academy of Management Best Paper Proceedings. doi:10.5465/AMBPP.2012.73
Rothaermel, F. T., & Deeds, D. L. (2006). Alliance type, alliance experience and alliance management capability in high-technology ventures. Journal of Business Venturing, 21(4), 429-460.
Sadegh, M.H., Shah Hosseini, M.A., & Heidari, A. (2020). Extracting the effective factors on corporate governance formation in strategic alliances with focus on international joint ventures through systematic literature review. Journal of Business Management, 12(1), 64-93. (in Persian)
Shah, R. H., & Swaminathan, V. (2008). Factors influencing partner selection in strategic alliances: The moderating role of alliance context. Strategic Management Journal, 29(5), 471-494.
ShahHosseini, M.A., Heidari, A., Aarabi, S.M., & Ghaderi, Kangavai. S. (2019). Developing a management model for r&d strategic alliances in automotive industry in Iran. . Quarterly Journal of Business Management, 11(1), 25-44. (in Persian)
Stake, R. E. (1995). The Art of Case Study Research. Thousand Oaks, CA: Sage.
Teng, B. S., & Das, T. K. (2008). Governance structure choice in strategic alliances: The roles of alliance objectives, alliance management experience, and international partners. Management Decision, 46(5), 725-742.
Thompson, J. D. (1967). Organizations in Action: Social Science bases of Administrative Theory. NY: Routledge.
Wallenburg, C. M., & Schäffler, T. (2014). The interplay of relational governance and formal control in horizontal alliances: a social contract perspective. Journal of Supply Chain Management, 50(2), 41-58.
Walter, J., Kellermanns, F. W., & Lechner, C. (2012). Decision making within and between organizations: Rationality, politics, and alliance performance. Journal of Management, 38(5), 1582-1610.
Welch, C., Piekkari, R., Plakoyiannaki, E., & Mantymaki, E.P (2011). Theorising from case studies: Towards a pluralist future for international business research. Journal of International Business Studies, 42(5), 740-762.
Woodward, J. (1965). Industrial Organization: Theory and Practice. London, New York: Oxford University Press.
Yin, R.K. (2003). Case Study Research: Design and Methods. 3rd Ed. Thousand Oaks, CA: Sage.
Zhang, J., & Baden‐Fuller, C. (2010). The influence of technological knowledge base and organizational structure on technology collaboration. Journal of Management Studies, 47(4), 679-704.
Zhang, J., Baden-Fuller, C., & Mangematin, V. (2007). Technological knowledge base, R&D organization structure and alliance formation: Evidence from the biopharmaceutical industry. Research policy, 36(4), 515-528.
Zhao, F. (2014). A holistic and integrated approach to theorizing strategic alliances of small and medium-sized enterprises. Business Process Management Journal, 20(6), 887-905.
مدیریت بازرگانی
دوره 12، شماره 4
1399
صفحه 934-955

فایل ها

هم رسانی

ارجاع به این مقاله

آمار