전략적 제휴의 진화에 따른 교섭력 및 제휴성과 변화에 관한 연구: 국내 진출 다국적 제약사 사례를 중심으로
The Case Study on Changes of Bargaining Power and Alliance Performance According to Evolution of Strategic Alliance: The Cases on Korea Affiliates of Multi-National Pharmaceutical Companies
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기존 자원의존이론에서의 교섭력은 자원 선점의 수직적 거래의 역학관계에 대한 연구가 대부분이었으나, 본 연구는 수평적인 기업간 전략적 제휴에서 제휴체결과 제휴성과의 가치 창출을 하는 과정에서 기존의 상호경쟁적 SCM 관점이 아니라 상호보완적인 학습의 관점에서 교섭력이 어떻게 진화되고 영향을 미치는지 제약산업에서 한국내 진출한 다국적 기업과 국내 기업간의 전략적 제휴에 대한 사례 연구를 통해 분석하였다. 기술집약적인 제약산업에서 오리지널 신약에 대한 핵심역량을 가진 다국적 기업과 국내 유통과 영업력을 보유한 국내 기업간의 핵심역량의 차이가 크기 때문에 교섭력이 작동하기 쉬운 산업으로서 교섭력 관점의 사례연구를 통해 초기 전략적 제휴 체결 시점에서의 교섭력 차이가 제휴 이후 동일하게 유지되는 것이 아니라 상호 보완적 지식의 공유와 학습 등과 같은 지속적인 상호작용과 전략 환경변화의 영향에 의해 교섭력의 차이가 변화하였으며, 이러한 교섭력의 진화는 제휴성과를 강화시키거나 확장하는 결과를 가져오기도 하고 제휴관계를 중단하는데 영향을 미치는 것으로 나타났다. 전략적 제휴 시점에서 파트너간 제휴 동기와 의존도로 인해 교섭력이 불균형한 상태에서 제휴를 체결하더라도 제휴 이후 상호작용에 의해 교섭력이 균형을 이룰 경우 불균형한 경우보다 제휴의 만족도와 전체 제휴의 성과가 높아 제휴의 지속 가능성을 높게 하였다.
Abstract
While the studies on bargaining power in resource dependency theory have been mostly about dynamics of vertical transaction such as resource preemption in terms of SCM, this study examined how the bargaining power was evolved and impacted on process of forming the alliance and creating values with their performances by horizontal strategic alliances from mutual complementary learning perspective not rather than from competitive SCM perspective, which this case study was analyzed by the strategic alliances between multi-national companies in Korea and domestic companies in pharmaceutical industry. As the pharmaceutical industry, which is knowledge and biotechnology-intensive industry, is subject to bargaining power because there are different core competencies between multi-national companies in Korea having their proprietary drugs protected by the patent and domestic companies acquiring extensive distribution channels and sales forces, it would be good case study on bargaining power perspective. This case study from bargaining power perspective found that the variance of bargaining power balance between both parties in forming initially strategic alliance has been evolving to enhance their performance, to expand their alliance, or to terminate their partnership by impact from strategic environmental changes and continuous interaction such as sharing mutual complementary knowledge and learning. Although the strategic alliance has established under the imbalance of bargaining power between partners at the time of forming the alliance by motive and level of dependence for the alliance, the bargaining power could be changed by the interaction after the alliance and achieving the balance of bargaining power increased the satisfaction and the performance of the alliance, then raised sustainability of the alliance.
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