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문화 및 제품 시장의 유사성 및 제휴의 협력 형태에 따른 제휴기능 범위의 선택

Selection of Alliance Scope for Cultural and Product Market Similarity and Alliance Type

오유진
한국상품학회 (Korean Academy Of Commodity Science & Technology)|2018.12|상품학연구 (Journal of Product Research)|제36권 제6호|pp. 39-50|DOI 10.36345/kacst.2018.36.6.004

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참고문헌

키워드

joint venture합작기업문화적 유사성제휴의폭제휴 기능의 범위제품시장 유사성반복제휴형성alliance scopefuncitonal scopecultural siimlarityproduct market similarityrepeated partnership
주제분류경영학

초록

경쟁 환경에서 살아남기 위하여 기업은 다른 산업 혹은 국가에 있는 기업들과 제휴를 맺어 새로운 지식 및 자원을 획득하고 시장 확장을 하고자 한다. 이러한 제휴에서 양 기업 간의 산업 혹은 국가적 유사성은 기업의 성과에 위험이 될 수도 있기 때문에 기업은 그에 따른 적절한 제휴 기능의 범위를 조절함으로써 거래비용을 통제하고자 한다. 뿐만 아니라 제휴의 형태에 따른 적절한 제휴의 기능 범위를 선택하는 것은 매우 중요한 이슈이다. 따라서 본 연구는 제휴 시 양 기업 간의 국가 및 산업의 유사성과 제휴의 형태(합작 기업의 여부 및 반복된 제휴 형성)에 따른 기업의 제휴 기능의 범위 선택에 관한 이론적 모형을 제시하였다. 또한 하이테크 산업에 있는 기업들의 2000년도부터 2009년도까지의 제휴사례들로 실증 분석을 하여 이를 검증했다. 본 연구는 기업이 제휴 시 한가지 기능 범위에 초점을 맞추었는가와 두 가지 이상의 기능 범위를 기능 범위를 포함하고 있는가에 대한 의사결정을 보기 위하여 로지스틱 회귀분석을 통해 가설을 검정하였다. 분석 결과 제품 시장의 유사성이 높으면 경쟁관계에 놓인 기업들간 기회주의적 행동이 발생하기 쉽고, 이를 통제하기 위해 기업은 제휴의 기능 범위를 넓혀 양 기업 간 신뢰를 쌓고자 한다. 또한 문화적 거리가 크면 양 기업간 거래비용이 높아지기 때문에 기업은 제휴의 폭을 넓히고자 하는 경향이 있다. 반면 반복된 제휴형성을 한 경우 기업은 많은 투자가 필요한 넓은 제휴의 기능범위를 선택하는 것 대신 하나의 제휴 기능에 초점을 맞추고자 한다. 또한, 지분 기반 합작기업을 설립한 경우 양 기업간 몰입을 높이기 위해 제휴의 기능 범위를 넓게 가져가는 경향이 있었다. 기존의 연구에서 제휴의 기능범위를 조절함에 따른 기업 성과에 주로 초점을 맞춘데 반해, 본 연구는 제휴 시 양 기업간의 산업 및 국가적 유사성과 제휴 형태에 따라 기업에 처하게 되는 문제점들을 살펴보고 그에 대응하기 위하여 기업이 제휴의 기능범위를 어떻게 선택하는지, 즉 기업 행동에 초점을 맞추었다. 마지막으로 연구의 한계점과 그에 따른 향후 연구 방향을 제시하였다.

Abstract

Firms form an alliance with other firms from other industries or countries to acquire new knowledge and resource, expand its market and finally survive in the competitive environment. When forming an alliance, industrial or national similarity between partners can be a risk to the firm performance, thus firms control transaction cost by determining the appropriate functional scope of the alliance. Furthermore, selecting suitable functional scope depending on the cooperation type of an alliance is also an important issue for a firm. Therefore, this study suggests a theoretical model for determining functional scope depending on the similarity between partners and type of alliance (Equity joint venture and repeated partnership). Also it is verified by conducting empirical analysis on alliance cases from 2000 to 2009 in high-tech industries. This study conducted logistic regression analysis to identify whether an alliance involved a single function or more. As a result, when product market similarity is high, opportunistic behaviors increase between firms and they tend to expand the alliance scope in order to promote trust. Also, when partners are culturally distant, they tend to choose a broad alliance scope to control transaction cost. Conversely, in case of repeated partnership, firms tend to focus on sole function rather than expanding scope which requires hefty investment. In addition, in case of equity joint venture, firms opted for broader scope to build commitment with one another. While prior research focused on the impact of functional scope of an alliance on firm performance, this study focuses on firms’ decision making. It examines the difficulties that arises in various cases determined by industrial and national similarity and the type of an alliances, proceeding to investigation of firms’ choice of alliance scope to tackle such difficulties. Finally, it clarifies the limitation of this study and suggests directions for future research.

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