政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/155871

政大典藏 > College of Commerce > Executive Master of Business Administration > Theses > Item 140.119/155871

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/155871

Title:	非控制股權之策略聯盟對企業經營績效的影響 : 分析志聖公司為例 The impact of Non-Controlling Equity Strategic Alliances on Business Performance: Analysis of Csun company as an example
Authors:	張瓊瑤 Chang, Chiung-Yao
Contributors:	黃家齊 Huang, Jia-Chi 張瓊瑤 Chang, Chiung-Yao
Keywords:	併購策略聯盟非控制股權個案分析 Mergers and Acquisitions Strategic Alliances Non-controlling Equity Case Study Analysis
Date:	2025
Issue Date:	2025-03-03 13:33:27 (UTC+8)
Abstract:	面對瞬息萬變的經濟環境，企業為了在競爭激烈的市場中佔據一席之地，達到更高的定位和利潤，並透過更低的成本和研發資源的互補，通常會選擇企業併購與策略聯盟這兩種商業戰略。本研究將比較這兩者的特點和優勢。企業併購能夠快速實現資源整合、擴展市場並獲取技術專利，但同時也面臨較高的風險，包括資源衝擊和文化整合挑戰。相比之下，策略聯盟能降低風險、共享資源並獲取市場知識，但亦有利益分配、合作風險和維護長期合作關係的挑戰。本研究以個案研究方式，深入探討志聖公司選擇「非控制股權策略聯盟」的背後策略，分析其在組織成長、市場拓展與技術創新的應用與成果，以及對公司經營績效的影響。參股策略聯盟指的是一家公司持有另一家公司少數股權但不控制其經營的模式。本研究以志聖公司與其合作夥伴合組G2C聯盟為例，深入剖析其聯盟動機、合作方式、風險管理與成果。研究結果顯示，非控制股權策略聯盟對於公司市場拓展和技術創新有顯著的正面影響，這種合作模式能促進資源共享和風險分散，提升企業的市場競爭力。同時，該聯盟有助於降低生產成本，提高盈利能力。此外，非控股股權聯盟的風險管理優勢明顯，特別是對中小型企業而言，其能有效降低資本投入風險。然而，研究也指出，利益分配和合作夥伴間信任的建立是成功聯盟的關鍵挑戰，需透過明確的合作協議和持續的溝通來促進聯盟的長期穩定性。 This study examines the comparison between mergers and acquisitions (M&A) and strategic alliances as business strategies that companies adopt to thrive in a highly competitive and rapidly changing economic environment. These strategies aim to achieve better market positioning, higher profitability, and resource complementarity at lower costs. M&A allows for rapid resource integration, market expansion, and access to technological patents. However, it also poses significant risks, including resource conflicts and cultural integration challenges. In contrast, strategic alliances reduce risks, facilitate resource sharing, and provide market insights but come with challenges such as profit distribution, cooperation risks, and maintaining long-term partnerships. This research uses a case study approach to explore the strategic reasoning behind Ching Sheng’s choice of a "non-controlling equity strategic alliance." It analyzes its application and outcomes in organizational growth, market expansion, technological innovation, and the impact on business performance. A non-controlling equity alliance refers to a model where one company holds minority equity in another without controlling its operations. This study examines the G2C alliance formed between Ching Sheng and its partner, focusing on the motives, collaboration methods, risk management, and results of the alliance. The findings indicate that non-controlling equity strategic alliances have a significant positive impact on market expansion and technological innovation. This cooperative model promotes resource sharing, risk diversification, and enhances a company’s market competitiveness. Additionally, the alliance helps reduce production costs and improve profitability. Furthermore, the risk management advantages of non-controlling equity alliances are particularly evident for small and medium-sized enterprises, as they effectively lower capital investment risks. However, the study also highlights that profit distribution and establishing trust between partners are key challenges for successful alliances. Clear agreements and ongoing communication are essential to ensuring the long-term stability of the alliance.
Reference:	1.Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679. 2.Gulati, R. (1995). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1), 85–112. 3.Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360–1380. 4.Eisenhardt, K. M., & Schoonhoven, C. B. (1996). Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms. Organization Science, 7(2), 136–150. 5.Lavie, D. (2006). The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, 31(3), 638–658.
Description:	碩士國立政治大學經營管理碩士學程(EMBA) 110932041
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0110932041
Data Type:	thesis
Appears in Collections:	[Executive Master of Business Administration] Theses

Files in This Item:

File	Size	Format
index.html	0Kb	HTML	2	View/Open

社群 sharing

Loading...