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|標題:||How do firms cooperate with their competitors?
The antecedents and consequences of firms'
|關鍵字:||AMC perspective;AMC理論;co-opetiton;cooperative network;resource density;resource incompatibility;競合理論;網絡理論;合作密度;資源不相容||出版社:||企業管理學系所||引用:||參考文獻 Abell, D. F. (1980). Defining the Business: The Starting Point of Strategic Planning. New Jersey: Prentice-Hall, Englewood Cliffs. Ahuja, G. (2000), The duality of collaboration: inducements and opportunities in the formation of interfirm linkages.” Strategic Management Journal, March Special Issue 21, pp. 317-343. Aiken, M. and Hage, J. (1968), Organizational interdependence and intra-organizational structure. American Sociological Review, 33, pp. 912–930. Ansoff, H. Igor (1984). Implanting Strategic Management. New Jersey: Prentice-Hall. Englewood Cliffs. Arino, A. and Torre, J. (1998), Learning from failure: towards an evolutionary model of collaborative ventures. Organization Science, 9 (3), pp. 306-325. Arora, A. and Gambardella, A. 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Cooperative ties and resources incompatibility inside the networks affect the co-opetitive dynamic among the local firm and competitors. Firms can achieve superior performance through simultaneous co-opetition inside the network. This study also uses the AMC perspective as the basis of reasoning process to derive the hypothesis development.
This study chooses the global liner shipping industry as the empirical research target and selects the top 21 container shipping companies as the research sample. Data from year 2010 are divided into 4 seasons for analysis. The news gathering of this study is retrieved from websites of the container companies and Cyber Shipping Guide. This study employs structure content analysis method to construct competitor's action database, then classifies competitor's actions of the global liner shipping company into 24 different categories. Finally, there are 84 samples, and the hierarchical regression model is used for statistical analysis.
This study explores the effect of the focal firm's cooperative density and resource incompatibility by using co-opetition and structure embeddedness perspectives, then uses cooperation actions as a moderator to explores relationship between cooperation density/ resource incompatibility and cooperation aggressiveness. By examining co-opetition interaction of top 21 companies, the empirical results show: (1) cooperation density positively affects cooperation aggressiveness; (2) resource incompatibility negatively affects cooperation aggressiveness; (3) the greater number of tactical actions, the greater will be the positive relationship between cooperation density and cooperation aggressiveness; (4) the greater number of strategic actions, the less will be the negative relationship between resource incompatibility and competitor's action, and (5) cooperation aggressiveness negatively affects firm performance.
In summary, this study investigates firms' co-opetiton actions based on co-opetition and network perspectives. The contribution of this study not only fulfils the gap of previous researches in competitive dynamics, but also shows the direction to the companies facing with co-opetition environment in practice.
網絡中的合作連結及資源會影響廠商之間的競合行為，且廠商與其競爭者的競合行為會影響其績效。本研究將運用動態競爭的觀點，由網絡連結關係及資源屬性來詮釋多國企業間競合互動之關係，並以察覺、動機與能力觀點 AMC 進行解釋與說明。
本研究由競合及網絡理論來探討焦點廠商與其競爭者的合作密度及資源不相容對其合作關係有何影響，並利用合作行動中的策略及戰術性合作行動當作干擾變數，進一步探討焦點廠商的合作密度及資源不相容對於合作積極性，是否會造成廠商合作行為產生變化。另外，本研究亦深入探討，廠商採取合作行動的積極性是否會影響績效。本研究發現：(1) 多國企業的合作密度越高，與競爭者的合作意願越高；(2) 多國企業與合作夥伴的資源不相容性愈高，則合作的意願越低；(3) 多國企業採取越多的戰術性合作行動，會強化合作密度與合作積極性之正向關係；(4) 多國企業採取越多的策略性合作行動，會弱化資源不相容與合作積極性之負向關係，以及 (5) 多國企業採取越多的合作行動，會導致績效下降。
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