항공사 전략적 제휴 진화에 관한 문헌 연구

하혜경,김지희 한국항공경영학회 2020 한국항공경영학회지 Vol.18 No.3

After deregulation, airlines formulate strategic alliances to acquire competitive advantage in the market. Such strategic alliances have evolved form from dyadic code-sharing to global alliances and strategic merger and acquisition (M&A) among airlines. However, as a way to increase the efficiency of cooperation and strategic flexibility, strategic alliance among airlines has also developed the form of joint-venture that incorporates all operation routines in individual route. This study reviews and critiques research on strategic alliances among airlines. We reviewed 56 academic papers published from 2000 to 2017 including codesharing, global alliances, airline M&A, and airline joint venture as a key word. We categorized the reviewed academic papers by two criteria: the forms of strategic alliance and main themes of strategic alliance. In terms of the forms of strategic alliance, 26% of the reviewed papers discuss code-sharing, 48% for global alliances, 13% for airline M&A and 13% for joint venture subsequently. In terms of main theme, 21% of the reviewed paper examine regulation policies, 32% for the performances of airlines and alliances, 10% for air-fare, and 29% for the strategies of airlines. Based on the literature review, this study summarizes three things: first, out of 15 reviewed papers related to code-sharing, 11 papers (74%) are related to the performance and output of airlines or air-fare. Second, out of 27 papers related to global alliances, relatively small number of papers (11%) are related to air fare while 30%, 26% and 22% are related to the performance and output of strategic alliance, competitive strategy, and regulation policies subsequently. Third, 7 papers discuss M&A of airlines, out of which 3 papers examine the performances of airlines and alliances and other 3 papers discuss the strategies of airlines. Lastly, among 7 papers related to joint venture among airlines, most papers (4 out of 7) investigate the effect of regulation policies. it is caused by the fact that joint ventures are heavily determined by the government regulation policies. Comparing the research method, quantitative research methods are mostly adopted in the study of code-sharing and global alliances, while qualitative research methods are usually adopted in the study of M&A and joint venture. The lack of studies on joint venture among airlines is caused by the tendency that academic research is often investigated after the real phenomenon has been evolved. As a hybrid strategy between conventional strategic alliance and M&A, joint venture is rising as an attractive option among airlines. That is, joint venture compromises the disadvantages of conventional strategic alliances and M&A while conventional strategic alliance is arms-length contract, M&A disrupts the boundary of organization. Accordingly, more academic research is expected as the joint venture among airlines evolves in business. 항공산업 규제 완화 이후 항공사들은 경쟁우위를 확보하기 위해 지속적으로 전략적 제휴를 진행하고 있다. 항공사의 전략적 제휴는 양자 간 좌석공유(code share)에서 글로벌 동맹체(global alliance)로발전하였으며 전략적 인수합병도 부분적으로 이루어졌다. 그러나 협력의 효과성은 높이면서 전략적유연성을 확보하는 새로운 방식으로 개별 노선 내에서 모든 운영을 통합하는 조인트벤처가 등장하고있다. 본 연구에서는 항공사의 전략적 제휴 진화 과정에 대한 학술적 연구 흐름을 문헌고찰 방식으로정리하였다. 이를 위해 2000년부터 2017년까지 code share, airline alliance, airline M&A, airline joint venture를 주제어로 항공산업과 관련된 주요 해외 학술지 논문들을 구글 스칼라로 탐색하였다. 본 연구의 대상이 된 논문은 총 56편이다. 이를 전략 유형으로 구분하면, 좌석공유(26%), 글로벌 동맹체(48%), 인수합병(13%), 조인트벤처(13%)의 분포였고, 주제별로 구분하면 규제정책(21%), 항공사 및 제휴사의성과(32%), 항공사 운임(10%), 항공사 전략(29%)이었다. 첫째, 좌석 공유 분야의 15편 논문은 ‘항공사성과’와 ‘항공사 운임’을 주제로 연구로 한 연구가 11편(74%)으로 다수를 차지했다. 둘째, 글로벌 동맹체 관련 27편의 논문은 항공사 및 제휴 성과 8편(30%), 항공사 전략 7편(26%), 규제정책이 6편(22%)으로 다수를 차지했고, 항공사 운임은 3편(11%)으로 상대적으로 부족했다. 셋째, 인수합병과 관련된 논문은 7편으로 상대적으로 적었는데, 항공사 성과 3편, 항공사 전략 3편이었다. 마지막으로 조인트벤처에 관한 연구는 7편인데, 규제정책 관련 논문이 4편으로 가장 많았다. 이는 조인트벤처 자체가 정부의규제가 적용되면 성립하기 어렵기 때문이다. 연구방법론으로 비교해 보면, 좌석공유와 글로벌 동맹체관련 연구는 주로 실증연구를 중심으로 이루어졌고, 인수합병이나 조인트벤처 연구는 사례연구의 비중이 높았다. 항공사 전략적 제휴 진화의 가장 마지막 단계인 조인트벤처에 관한 연구가 다소 미미한것은 학술논문이 현상을 뒤따르는 경향이 있기 때문이다. 전통적인 제휴와 인수합병의 중간 형태인 하이브리드형 전략인 조인트벤처는 항공사의 새로운 전략적 선택으로 부상하고 있다. 즉, 제휴는 한시적인 협력전략이고, 인수합병은 본체를 상실하는 극단적인 결합전략이기 때문에 두 가지 유형의 장점을혼합하는 협력전략으로 조인트벤처에 관한 관심이 높아지고 있는 것이다. 따라서 향후 현실에서의 제휴 진화와 더불어 학술연구에서도 조인트벤처에 관한 연구가 활발해질 것으로 기대된다.

컨테이너 정기선사의 전략적 제휴 특성이 재무적 성과와 비재무적 성과에미치는 영향

Jong-Sub Lim 한국유통과학회 2016 유통과학연구 Vol.14 No.6

Purpose – The antecedent to the relationship between the effect of the characteristics of strategic alliances and the performance of container liner shipping companies has been investigated in this study as container liner shipping companies' strategic alliances. It affects positively and negatively home, partner, and the third parties' performance in container liner shipping companies. Extensive literature reviews on shipper's strategic alliances reveal that strategic alliances in financial and non-financial performance of container liner shipping companies show the performance such as economic effects, business performance, global supply chain management performance, customer satisfaction, and forward integration and backward integration performance. The purpose of this study is to test empirically that the relationship between the characteristics of strategic alliances and financial and non-financial performance in container liner shipping companies. Structured equation modeling and confirmatory factor analysis were used to test the hypothesis using AMOS statistics program. Most previous researches focused on the relationship between the characteristics of strategic alliances and alliance types. There are few empirical studies that focus on business performance data because it is difficult to collect data in container liner shipping companies. However, this research measures financial and non-financial performance differently compared with the previous researches focusing on the characteristics of strategic alliances and alliance types measurements. Research design, data, and methodology – The conceptual model for the study is based on the studies of Lim (2010), Chen & Zhen (2009), and Wang & Meng (2014). The model is built around the factors of characteristics of strategic alliances and business performance. Cost, marketing, and service factors are regarded as proxy for the characteristics of strategic alliances. The financial and non-financial performance are regarded as proxy for the performance of strategic alliances. Based on the analysis of one hundred cases such as forwarder, shipper, and liner shipping companies, this study uses structural equation modeling to verify the effects of the characteristics of strategic alliances on business performance. Conclusions – This study provides container liner shipping companies to get some policy and practical implications in terms of the characteristics of strategic alliances and business performance. First, the cost factor for alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The cost factor relationship between high and low performance group does not have a significant difference on the performance of strategic alliances. Second, the marketing factor of alliances characteristics has a positively significant influence on the financial and non-financial performance of strategic alliances. The high performance group's marketing factor has a great non-financial performance than low performance group, but the low performance group's marketing factor has a grater financial performance than high performance group factor does. Third, the service factor of alliances characteristics has a negative influence on the non-financial performance of strategic alliances. The high performance group's service factor has a great non-financial performance than low performance group. Based on the findings from this study, related implications and future avenues deserve to be discussed.

A STUDY OF STRATEGIC ALLIANCES, MARKETING CAPABILITY, AND FIRM VALUE

Woo Li Ko,Sang Yong Kim,Jong-Ho Lee 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

The purpose of this study is to assess the role of marketing to the area of strategic alliances. We suggest that marketing capability – the ability to deploy resources to serve customers better- is a key determinant that facilitates value creation in strategic alliances. Specifically, we investigate the interaction effects of marketing capability on performance of strategic alliance experience and types of strategic alliances (introducing three types: SI-SF alliance, AI-SF alliance and AI-DF alliance), and whether these interaction effects are moderated by high vs. low technological industry. This study analyzed the panel data from 39 international firms and their 2,158 alliances during the period 1994 - 2014, 21 firms from computer industry (high-tech industry) and 18 firms from food industry (low-tech industry), respectively. The results indicate that the contribution of marketing capability on the relationships between alliance experience, types of strategic alliances and firm value varies with environmental contexts. First, when a firm has strong marketing capability, the effect of strategic alliance experience on firm value is greater than those of firms with low marketing capability. Also, the strength of its interaction effect is lower in high-tech industry than low-tech industry. Second, when a firm has strong marketing capability, the effects of three different types of strategic alliances on firm value are greater than those of firms with low marketing capability. However, their interaction effects to firm value were significant only in high-tech industry. Specifically, when a firm has strong marketing capability, the stock market reacts most favorably to the AI-DF alliance than those of SI-SF alliance and AI-SF alliance in high-tech industry. In contrast, even a firm has strong marketing capability, the stock market reacts favorably only to AI-SF alliance in low-tech industry. In sum, our research suggests that the interactive performance impact of marketing capability to the strategic alliance experience and the types of strategic alliances can be obtained in particular environmental contexts.

Unconventional Strategic Alliance of Amazon, Berkshire, and JP Morgan

Dongho Kim,Myoung Kil Youn 한국유통과학회 2017 KODISA ICBE (International Conference on Business Vol.2017 No.-

The purpose of this paper is to explore and examine the newly formed strategic alliance by Amazon, Berkshire Hathaway (Berkshire) and JPMorgan through the lens of strategic alliance, corporate philanthropy, and corporate social responsibility. This is an analytical case study that examines the existing scholarly articles in strategic alliances, corporate philanthropy, and corporate social responsibility to describe and analyze the strategic alliance o Amazon, Berkshire, and JPMorgan. There is a clear limitation in explaining this type of unconventional strategic alliance with exiting definitions and concepts of conventional strategic alliances. However, the objective and nature of this strategic alliance based on the brief analysis indicate that this particular strategic alliance is the result of an effort to resolve a social problem, the ineffective healthcare system in the U.S., rather than focusing on business benefits and profits. The formation of a strategic alliance by Amazon, Berkshire Hathaway (Berkshire) and JPMorgan to create a non-profit independent healthcare company for improving healthcare for their domestic employees is a textbook example of social innovation, wherein three companies form an alliance to tackle the most challenging social problem in the United States. The three companies have the necessary resources, technology, finances, and logistics to form and execute the strategic alliance and its operations.

RESEARCH ON MARKET ORIENTATION, CHOICES OF PATENT STRATEGIES, AND THEIR OUTPUT EFFECT ON ALLIANCE FIRMS

Binbin Jiang,Honglei Liu,C. Anthony Di Benedetto,Gang Song 글로벌지식마케팅경영학회 2016 Global Marketing Conference Vol.2016 No.7

The increasing competition in recent years made more and more firms regard strategic alliance as an important alternative and solution to respond to fierce competition. As a kind of system arrangement among firms, the concept of strategic alliance was first proposed by Hopland and Nigel in the early 1980s, who defined strategic alliance as the collaboration mode in which two or more firms, aiming at joint-owned both market and resources, formed the kind of cooperation to enhance advantages, share risk or cost, and also mutual flow of production factors via different kinds of contracts or agreement. However, even before this definition, many firms have already begun their alliance strategies practices. As a cooperative form, strategic alliance, no matter its specific types, becomes one key choice for firms to acquire, maintain and enhance their market shares and positions. Shrader (2001) found that collaboration to foreign firms become key methods for newly-founded firms and small firms to enter foreign markets, which can bring these firms with suitable knowledge and market information, making these firms expand even faster with lower costs and market risks. The enhancing pace of globalization and internationalization triggered firms’ attentions to external markets, Archibugi and Iammarino (2002) found that fierce changes in internal market forced firms to expand their market and product scopes, making more and more firms realize product and R&D internationalization by searching, choosing and collaborating with foreign firms. Dong and Glaister (2006) found Chinese firms cared more about market positions, international expansion and technology exchanges, while foreign firms tended to enter to Chinese market and learn how to operate in China via strategic alliances. Although, many scholars brought out managerial practices of firms’ strategic alliances, and had already formed theoretical foundations, researches related to market orientation, especially how alliance firms establish and realize their strategic goals and performance goals under market motivation is still lack of studies. In reality, the mechanism how firms’ alliance intention transformed into their strategic or performance goals is still in the black box. Taken alliance firms as research objectives, this paper tends to explore how firms constructed strategic alliance due to market-orientation realize their strategic or performance goals via choice of patent strategies. We introduced patent strategies to establish the matching model, to analyze how firms market orientation influence choices of patent strategies, and their mutual effects on firms innovative performance, in hope to provide to the future studies and managerial practice how firms can choose the reasonable and effective alliance partners according to their own strategic and performance goals. Based on differentiation of market access and market extension motivation, we pointed out that, in order to realize the transformation from alliance motivation to innovation performance, alliance firms had to choose and determine among a set of practical and operational plans. Patent strategies, as a kind of operational plan, were conducive to transformation from alliance motivation to innovation performance. With the framework of market motivation, patent strategy and firms innovative performance, we put forward the hypotheses on how market motivation affect firms’ choices of patent strategies, and also the joint effects of market motivation and patent strategies on firm innovative performance. We selected alliance firms in IT industry as samples, with data from Cooperative Agreements and Technology Indicators Database, USPTO and R&D Scoreboard released by Department for Business, Innovation & Skills of UK, we empirically tested effects of market motivation on choices of patent strategies, and also effects of market motivation and patent strategies on firms innovative performance. Results showed that: different market positions led to differentiated motivations and patent strategies in their strategic alliances, firms with relatively weak market positions tend to pursue strategic profile of patent defensive and leveraging strategies under market access motivation, while firms with strong positions would like to implement patent proprietary and leveraging strategies in market extension motivation. The implementation of patent defensive and leveraging strategies under market access motivation enhanced innovation efficiency of the firms with weak market positions. Since these firms focused more on market positions and opportunities, their market capitalization tended to improve, but the motivation and utilization of patent strategies had no effect on patent output. Similar to these firms, the ones with stronger market position were inclined to strengthen their market opportunities and improve their market capitalization. Results indicated that because of their stronger market positions, these firms showed lower awareness of innovation efficiency and their emphasis on patent output was not high either, which then led to the fact that both market extension motivation and patent strategies used had no effects on firms innovative performance measured by innovation efficiency or patent output.

전략적 제휴가 혁신 성과에 미치는 영향: 인적자본(Human Capital)의 조절역할

임은천 한국벤처창업학회 2019 벤처창업연구 Vol.14 No.3

Research has shown that alliances with external partners are valuable to foster internal R & D efforts. However, it is not well known how to take advantage of the potential benefits of strategic alliances to create innovative outcomes. This study examines the value of strategic alliances and analyzes the role of human capital in the impact of strategic alliances on innovation performance. This study focuses on whether the absorptive capacity of human capital affects firm innovation through interaction with strategic alliances. In the analysis using 2,205 Korean venture firm data, strategic alliances have a positive effect on innovation performance. However, the moderating role of human capital in the relationship between strategic alliances and innovation performance shows a significant negative impact. This implies that the ability to internalize knowledge and information acquired from external partners into the firm is important. This study provides valuable insights for managers who want to enhance the effectiveness of strategic alliances by considering the interaction of strategic alliances and human capital. 기업의 내적 R&D 열의를 키우기 위해 외부 파트너와의 제휴가 가치 있다는 연구가 많이 진행돼 왔다. 하지만 혁신적 성과를 창출하기 위해 전략적 제휴가 가진 잠재적 역할을 활용하는 방법에 대해서는 잘 알려져 있지 않다. 본 연구는 전략적 제휴의 가치를 연구하고, 전략적 제휴의 혁신 성과에 대한 영향에 인적 자본이 어떤 역할을 하는 지를 분석한다. 본 연구는 인적 자본의 흡수역량이 전략적 제휴와의 상호작용을 통해 기업의 혁신에 끼치는 영향에 초점을 맞춘다. 2,205개의 대한민국 벤처기업을 대상으로 한 분석에서 전략적 제휴는 혁신 성과에 정의 유의한 영향을 미치는 것으로 나타났다. 하지만 전략적 제휴와 혁신 성과 간의 관계에서 인적 자본의 조절 역할은 부의 유의한 영향을 보여준다. 이것은 외부의 파트너로부터 얻은 지식과 정보를 내재화시키는 능력이 중요함을 보여준다. 본 연구는 인적자본의 상호작용을 고려함으로써 전략적 제휴의 효과성을 증진시키고자 하는 경영자에게 가치 있는 시사점을 제공한다.

국제전략적제휴 참여기업들의 생산성 향상에 관한 연구

여경철 한국생산성학회 2003 生産性論集 Vol.17 No.3

This paper examined the productivity of partners in international strategic alliances. Trust and commitment were used as the proxy for the partnership of strategic alliances. Financial position and complementarity of capital investment were used as the proxy for the capital investment of inter-firm alliances. Market strength and experiences of allianced firm were used as the proxy for the relative size of strategic alliances. Productivity was measured by value-added output of labor. Characteristics of industry and technology related investment were used as the proxy for the control forces. In order to verify the hypotheses, some tools were used such as reliability analysis and multiple regression analysis. Based on the analysis of the 123 strategic alliances cases, the following results were found. First, it was found that the capital investment of inter-firm alliance and relative size of alliance firm have a significant positive influences on the productivity of participants in international strategic alliances. Second, complementarity of capital investment and market strength of alliance firms have a significant positive influences on the productivity of partners in international strategic alliances. Third, technology related investment has a significant influence on the productivity of partners in international strategic alliances.

국제협력사업의 전략적 목적과 성과에 관한 연구

여경철 ( Kyong Chol Yo ) 국제지역학회 2006 국제지역연구 Vol.10 No.3

본 연구는 국제협력사업의 전략적 목적과 성과에 관하여 분석하였다. 전체 80개의 전략적 제휴 사례에 기초하여 실증분석을 수행한 결과 다음과 같은 연구결과를 얻었다. 첫째, 전략적 제휴의 전략적 목적에 대한 상대적 중요성에 따라 제휴 유형이 도출되었다. 둘째, 전략적 제휴의 전략적 목적과 성과 간에 유의한 차이가 나타났다. 셋째, 전략적 제휴에서 핵심역량 보호의 전략적 목적은 성과에 유의한 영향을 미쳤다. 본 연구는 다음의 세 가지 점에서 시사점을 제공하고 있다. 첫째, 유연성 확보, 핵심역량 보호, 지식습득 등은 전략적 제휴의 전략적 목적을 위해서 매우 중요한 요인들이 되고 있다. 둘째, 핵심역량 보호는 기업의 성장률과 수익성에 유의한 정의 영향을 미쳤다. 이에 비해서 지식습득은 기업의 성장률에 정의 영향을 미친 반면에 수익성에 부의 영향을 미친 것으로 나타났다. 셋째, 생산제휴, 제품스왑, 합작투자 등의 전략적 제휴 유형들은 핵심역량 보호의 전략적 목적과 밀접한 관련성이 있는 것으로 나타났다. This paper examines the strategic objectives and performance in international cooperative alliances. Based on the analysis of the eighty strategic alliances cases, the following results were found. First, based on the relative importance of strategic objectives in alliances, alliance type was drawn. Second, the relative importance of strategic objectives and performance were significantly different. Third, it was found that the strategic objectives of core protection have a significant positive influence on the performance of strategic alliances. These finding provide the following implications. First, flexibility, core protection, and learning is very important to firm in the strategic objectives of alliances. Second, core protection has a significant positive influence on growth rate and profitability. Also learning has a significant positive influence on growth rate but a significant negative influence on profitability. Finally, the alliance type of production licensing, product swaps, and joint ventures are positively associated with the strategic objectives of core protection.

전략적제휴의 파트너쉽 결정요인과 사업성과

여경철 한국국제통상학회 2005 국제통상연구 Vol.10 No.3

This paper examines the determinants of partnership and business performance in international strategic alliances. Trust and commitment were used as proxy for the partnership. Factors influencing the partnership were categorized into two levels such as structural and cooperative forces. Complementality, market strength, and financial position of partnership were used as proxy for the structural forces. Chemistry, cultural distance, and openness were used as proxy for the cooperative forces. Business performance was measured by both the objective sales and the subjective gain and loss of the strategic alliances. In order to verify these research question and hypotheses, some tools were used such as SPSS WIN and statistic analysis included correlation analysis and multiple regression analysis. Based on the analysis of the one-hundred-twenty-four strategic alliances cases, the following results were found. First, it was found that the complementality, market strength, financial position of partnership among the structural forces have a significant positive influences on the business performance of strategic alliances. Second, the chemistry, cultural distance, and openness among the cooperative forces have a significant positive influences on the business performance of strategic alliances. Third, the partnerships of trust and commitment have a significant influences on the business performance of strategic alliances. These finding provide the following practical implications. First, the structural and cooperative forces are important to inter-firms in maintainable and managerial stages of strategic alliances. Second, in order to achieve a purpose of strategic alliances, the partnership of trust and commitment should be built. Finally, alliance ages, partner nationality, and related business are very important to inter-organizations relations in the business performance of strategic alliances. 본연구는 국내기업의 국제전략적제휴를 대상으로 전략적제휴의 파트너쉽 결정요인과 사업성과를 분석하였다. 지난 1990년부터 2000년까지 국내기업이 체결한 국제전략적제휴를 연구대상으로 전체 23개 산업에 걸쳐 52개의 국내기업들이 체결한 124건의 제휴사례를 연구대상으로 하였다. 가설검증을 위해서 다중회귀분석을 시행하여 다음과 같은 연구결과를 얻었다. 신뢰성과 몰입도의 파트너쉽은 사업성과에 영향을 미쳤다. 성공적인 제휴 목적을 달성하기 위해서는 파트너기업간의 신뢰성과 몰입도의 파트너쉽 구축이 선행되어야 한다. 이러한 신뢰성과 몰입도의 파트너쉽은 구조적요인과 협력적요인으로 나타나는 파트너쉽 결정요인에 영향을 받게 된다는 것이다. 또한 신뢰성과 몰입도의 파트너쉽 구축이 덜 증진된 상황에서도 파트너기업간의 제휴경험, 파트너국적, 사업관련성 등에 의해서도 사업성과는 영향을 받은 것으로 나타났다.

항공기업의 혁신 활동으로 전략적 제휴 분석: 활용과 탐험을 중심으로

김효정,장하영 한국항공경영학회 2019 한국항공경영학회지 Vol.17 No.6

Although researches on exploration and exploitation have been conducted in various academic fields, research on aviation industry including the service industry is relatively small. In addition, reflecting the characteristics of the aviation industry, researches on strategic alliances have been conducted in various fields, however, theses studies are mainly focusing strategic alliances as the strengthening organizational competitiveness and marketing research interests. Therefore, research for applying exploration and exploitation to strategic alliances in the aviation industry is needed. According to the value chain of aviation companies suggested by Porter(1985), we distinguish the exploration orientated strategic alliance and exploitation orientated strategic alliance and analyze how exploration and exploitation are conducted in the aviation industry. We will further analyze Asiana Airlines' key strategic alliances to find out how those strategic alliances are achieving ambidextrous organization. In order to analyze the strategic alliance of the aviation industry, we analyze the business reports, public announcements, news data, and company interview data of the aviation industry. As a result of applying the organizational learning theory of exploration and exploitation to the strategic alliance of the aviation industry, we could found that the strategic alliance of exploration and exploitation is also applied to the aviation industry by securing scarce resources and strengthening organizational capability. In addition, as a result of analyzing the major strategic alliance of Asiana Airlines, it is also found that the ambidextrous alliance are made by selecting strategic alliance partners and balancing short and long term strategic alliances. The results of this study suggest that the possibility of applying organizational learning theory in the aviation industry and the scalability of future research on the balancing exploration and exploitation of the aviation industry. 활용(Exploitation)과 탐험(Exploration)에 관한 연구가 다양한 학문 분야에서 이루어져 왔으나, 서비스업을 비롯한 항공산업에서는 연구가 제한적으로 진행되어왔다. 또한 항공산업의 특성을 반영하여전략적 제휴에 관한 연구 역시 다방면으로 이루어졌으나, 주로 조직 경쟁력 강화 측면과 마케팅 연구분야에서 이루어졌지, 조직 학습분야에서의 연구는 부족하다. 따라서 Porter(1985)의 항공산업에 적용된 가치사슬에 따라 항공기업의 활용성향의 전략적 제휴와 탐험성향의 전략적 제휴를 구분하여 항공산업에서 활용과 탐험이 어떻게 이루어지는지에 대한 분석을 진행하고자 한다. 또한 아시아나항공의주요 전략적 제휴를 추가로 분석하여 어떠한 방법으로 균형을 찾아 양손잡이(ambidextrous) 조직을 찾아가는지를 살펴보고자 한다. 항공산업의 전략적 제휴 분석을 위해, 기업의 사업보고서, 공시자료, 뉴스자료, 기업 인터뷰 자료 등을 분석하여 항공산업에서의 주요 전략적 제휴에 관한 사례분석을 진행하였다. 활용과 탐험에 대한 조직학습 이론을 항공산업의 전략적 제휴에 적용하여 분석한 결과, 활용과 탐험의 전략적 제휴가 항공산업에서도 적용되어 부족한 자원을 확보하며, 다양한 분야에서 광범위하게 사용하여 조직역량을 강화하는 것을 알 수 있었다. 또한 아시아나항공의 주요 전략적 제휴를 분석한 결과, 전략적 제휴의 파트너 선정, 장단기 전략적 제휴 선정 등에 있어서 활용과 탐험 제휴를 적극적으로 사용하며 양손잡이 제휴형태를 보이는 것을 알 수 있었다. 본 연구결과는 항공산업에서 조직학습이론을 적용한 점과 향후 항공산업의 활용과 탐험의 균형 관련 연구 확장성 부분에서 이론적 시사점 제공할 수 있다는 점, 양손잡이 조직 관련 실무적 시사점을 줄 수 있다는 점에서 연구의 의의가 있다.