국제 전략적 제휴에서 파트너 선정기준의 상대적 중요도에 관한 실증연구

Abstract

국내 진출한 외국기업과 전략적 제휴를 추진한 97개 e-비즈니스업체를 대상으로 특정 조직상황(지배구조/국제제휴경험)에 따라 파트너 선정기준의 상대적 중요도에 유의한 차이가 존재하는지 실증분석하였다. 그리고 파트너 선정기준이 과업관련 요인(기술, 마케팅, 지식)과 파트너관련 요인(금융, 신뢰, 조직역량, 명성)으로 7개 요인들은 한국의 e-비즈니스 업체들이 외국인 파트너를 선정하는 핵심기준으로 풀이된다. 가설 검증결과 지배구조에 따라서 마케팅, 지식, 금융 요인에서 중요도의 차이가 확인되었으며 국제제휴경험의 유무에 따라서 지식과 신뢰 요인에서 중요도의 차이가 확인되었다. 따라서 국제제휴시 파트너 선정시 조직상황에 따라서 파트너 선정기준의 중요도가 달라짐을 증명하였다.; The subject of partner selection criteria receives academic attention and managerial practice. However, There are few studies on international strategic alliances (ISAs) in the context of Korean e-businesses. From this background, the objective of this study is to explore the partner selection criteria of ISAs in the context of Korean e-businesses. Partner selection can be deciding process as a two-dimensional matching problem: individuals need to be brought together with tasks for which they posses the competencies to carry them out (i.e. task-related criteria) and with other individuals with whom they are able to collaborate successfully (i.e. partner-related criteria). Although the results of prior studies suggest that the criteria firms use for selecting their partners have varied extensively. It suggests that the relative importance of partner selection criteria may be determined, on a contingency basis, by variables associated with the strategic context of parent company. This study attempts to analyze the relative importance of various task-related and partner-related selection criteria and the influence of various organizational contingency variables in ISAs. This study asserted that two contextual forces shape strategy formation in foreign partner decisions: governance form and prior ISA experience. The empirical survey is based on 97 ISAs established by Korean e-business companies with foreign partners mainly in the 2000s. Among the 97 foreign firms as a partner, several key players in the global marketplaces such as AOL, Dell, Microsoft, and Google were included. This study identifies 11 task-related selection criteria and 8 partner-related selection criteria in a sample of ISAs with European, America, and Asian partners. The proposed model may facilitate further theoretical and empirical examination of partner selection criteria, since it simultaneously provides conceptual simplification while overcoming conceptual or operational limitations of prior categorizations. Particular recognition must be given to the distinction between task-related criteria and partner-related criteria. A parsimonious set of selection criteria for the sample confirmed by means of factor analysis. As a result, foreign firms are largely selected on the basis of task-related factor for Marketing, Technology, and Knowledge and on the basis of partner-related factor for Trust, Finance, Reputation, and Organizational Capability from the Korean perspectives. To extend this work, four hypotheses in the theoretical model are developed and were empirically tested by means of T-test and Mann-Whitney U Test. Although the task-related criteria and the partner-related criteria are treated as factors, this study keep them separate in terms of mean differences and ranking when testing the hypotheses. First, the relative importance of task-related factor for partner selection in international strategic alliances will vary according to the governance structure (equity or non-equity) of the alliance. There is significant difference in Marketing and Knowledge between two groups (p<0.01). Korean firms in equity alliances tend to pay more attention to knowledge than Korean firms non-equity alliances. However, Korean firms in non-equity alliance tend to pay more attention to marketing than Korean firms in equity alliances in selecting a foreign partner. Second, the relative importance of partner-related factor for partner selection in international strategic alliances will vary according to the governance structure (equity or non-equity) of the alliance. There is significant difference in Finance between two groups (p<0.01). Korean firms in equity alliance tend to pay more attention to finance than firms non-equity alliances in selecting a foreign partner. Third, the relative importance of task-related factor for partner selection in international strategic alliances will vary according to the ISA experience (prior ISA experience, or not). There is significant difference in Knowledge between two groups (p<0.1). Korean firms with no prior international alliance experience focus more on knowledge to Korean market than firms with prior international alliance experience in selecting a foreign partner. Four, the relative importance of partner-related factor for partner selection in international strategic alliances will vary according to the ISA experience (prior ISA experience, or not). There is significant difference in Trust between two groups (p<0.05). Korean firms with prior international alliance experience focus more on trust than firms with no prior international alliance experience in selecting a foreign partner. The empirical analysis support the hypotheses as a whole. Moreover, these results demonstrate that the relative importance of partner selection criteria seem to vary based on organizational contingency. More specifically, it offers insight on the issue of partner selection and gives indications for what might be important selection criteria depending on the organizational contingency and the characteristics of the parent company. This study can help to make a right decision by setting up evaluation criteria and weighting on each criteria. The results of this study shed further light on the contingency factors that differentiate the importance of partner selection criteria. The study was also to confirm a novel typology of selection criteria, one which distinguishes between task-related and partner-related dimensions of selection criteria. This dissertation is to propose a model to select partner that allows to identification, through some contingency factors, the most appropriate criteria to reach the fit among partners for alliance to be successful. To the extent that partner selection is even more important than the entry strategy of the firm in any given market. Too often, we don't look at strategic alliances in context. However, it's very important to consider where the ISA takes place, as well as where the partners come from and how that influences alliance formation and partner selection criteria.