양손잡이 제휴(Ambidextrous Alliance)가 기업 성과에 미치는 영향 = The Effects of Ambidextrous Alliance on Firm Performance

다국어 초록 (Multilingual Abstract)

Alliance formation has been recognized as an important strategy for firms who seek to survive through acquisition of sustainable competitive advantages.
Specifically in high-tech industries, firms may consider formation of strategic alliances in order to access valuable external knowledge. These firms tend to be situated in a dilemma that they should choose between exploration and exploitation, which are two types of strategic choices suggested by March (1991). Working out the dilemma has been extensively discussed in the area of strategy or organization learning.
Recently, however, an increasing number of studies have stressed on a balance between exploration and exploitation. Regarded as ‘ambidextrous organizations’ (Lavie and Rosenkopf,2006), these firms that simultaneously pursue exploration and exploitation have emerged in high-tech industries, and many studies have provided evidence of positive association between organizational ambidexterity and firm performance. In the strategic alliance research, accordingly, scholars began to pay attention to the balanced choice between exploration-and exploitation-oriented alliances. Given these backgrounds, this study examines the relationship between alliance ambidexterity and firm performance. While previous research approached alliance ambidexterity mainly from the number of alliances,our study suggests ambidexterity in terms of alliance portfolio and alliance partner.
Our dataset consists of biotechnology or pharmaceutical firms in the United States, which spans time period between 1990 and 2005. We conduct panel data analysis. The results show the strong link between alliance ambidexterity and firm performance, highlighting the balance between exploration and exploitation when firms make strategic decisions.

국문 초록 (Abstract)

전략적 제휴는 기업의 생존 및 지속적인 경쟁우위를 획득하기 위해서 매우 중요한 수단으로 인식되고 있다. 특히, 기술의 변화 속도가 매우 빠른 첨단 기술 산업에서는 다양한 파트너들과 전략적 제휴를 통해 외부 지식을 공유하고 이를 습득함으로써 기업 성과를향상시킬 수 있을 것이다. 또한 March(1991)가 주장한 2개 유형의 활동, 즉 탐색(exploration)과 활용(exploitation) 간의 딜레마를 해결하기 위해 둘 중 하나의 활동을 외부화하는 방법으로 전략적 제휴가 수행되기도 한다.
하지만 최근 기술경영 분야에서는 탐색과 활용을 동시에 수행할 수 있는 양손잡이 조직(ambidextrous organization)이 커다란 이슈가 되고 있으며, 기업 성과에도 긍정적인 영향을미치는 것으로 나타났다. 이는 기업의 내부뿐만 아니라 외부 활동 중의 하나인 전략적 제휴에서도 탐색과 활용 간의 균형이 중요하게 다루어질 것이다. 그러므로 본 연구에서는 탐색과활용을 동시에 수행하는 양손잡이 제휴(ambidextrous alliance)와 기업 성과의 관계에 대해살펴보고자 한다. 기존의 많은 연구들이 양손잡이 제휴에 대해 건수 중심으로 분석하였으나,본 연구는 전체적인 제휴 구성(alliance portfolio)과 개별적인 제휴 파트너(alliance partner)측면으로 접근하여 탐색과 활용 간의 균형 관계를 분석했다는 점에서 그 의의를 가질 것이다.
본 연구는 높은 불확실성과 치열한 경쟁으로 인해 외부 지식의 획득이 매우 중요한 미국의 바이오/제약 산업을 연구 대상으로 선택하였고, 1990년부터 2005년까지 자료를 수집하여패널 데이터 분석을 수행하였다. 본 연구의 결과는 실증적으로 양손잡이 제휴의 중요성을 제시하며, 실무적으로도 기업의 전략적인 의사결정에서 탐색과 활용 간의 균형을 강조한다.

참고문헌 (Reference)

1 Kogut, B., "What firms do? Coordination, identity, and learning" 7 (7): 502-518, 1996

2 Schilling, M. A., "Understanding the alliance data" 30 : 233-260, 2009

3 Grant, R. M., "Toward a knowledge-based theory of the firm" 17 : 109-122, 1996

4 Dyer, J.H., "The relational view: cooperative strategy and sources of interorganizational competitive advantage" 23 : 660-679, 1998

5 Lin, Z., "The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing" 53 (53): 1645-1658, 2007

6 Levinthal, D.A., "The myopia of learning" 14 : 95-112, 1993

7 Gupta, A. K., "The interplay between exploration and exploitation" 49 (49): 693-706, 2006

8 George, G., "The effects of alliance portfolio characteristics and absorptive capacity on performance: A study of biotechnology firms" 12 : 205-226, 2001

9 Hagedoorn, J., "The effect of strategic technology alliances on company performance" 15 (15): 291-309, 1994

10 Koza, M.P., "The co-evolution of strategic alliances" 9 (9): 255-264, 1998

11 Gibson, C.B., "The antecedents, consequences, and mediating role of organizational ambidexterity" 47 (47): 209-226, 2004

12 Duncan, R. B., "The ambidextrous organization: Designing dual structures for innovation, In The Management of Organization, Vol.1" North-Holland 167-188, 1976

13 O’Reilly, C.A., "The ambidextrous organization" 82 (82): 74-81, 2004

14 Siggelkow, N., "Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation" 14 (14): 650-669, 2003

15 Hannan, M.T., "Structural inertia and organizational change" 49 : 149-164, 1984

16 Floyd, S.W., "Strategizing throughout the Organization: Managing Role Conflict in Strategic Renewal" 25 (25): 154-177, 2000

17 Hoffmann, W. H., "Strategies for managing a portfolio of alliances" 28 (28): 827-856, 2007

18 Mowery, D. C., "Strategic alliances and interfirm knowledge transfer" 17 : 77-91, 1996

19 von Hippel, E., "Sticky information and the locus of problem solving: implications for innovation" 40 (40): 429-439, 1994

20 Jensen, M, "Specific and general knowledge, and organizational structure, In Main Currents in Contract Economics" Blackwell 251-274, 1991

21 Chen, E.L., "Rival interpretations of balancing exploration and exploitation: Simultaneous or sequential?, In Handbook of Technology and Innovation Management" Wiley 197-214, 2008

22 Lin, B.W., "R&D intensity and commercialization orientation effects on financial performance" 59 : 679-685, 2006

23 Hitt, M. A., "Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectives" 43 (43): 449-467, 2000

24 Levitt, B., "Organizational learning" 14 : 319-340, 1988

25 Raisch, S., "Organizational ambidexterity: Balancing exploitation and exploration for sustained performance" 20 (20): 685-695, 2009

26 King, D. R., "Meta-analyses of postacquisition performance: indications of unidentified moderators" 25 (25): 187-200, 2004

27 Kale, P., "Managing strategic alliances: What do we know now, and where do we go from here?" 23 (23): 45-62, 2009

28 Koza, M.P., "Managing partnerships and strategic alliances: Raising the odds of success" 18 (18): 146-151, 2000

29 Inkpen, A. C., "Learning and knowledge acquisition through international strategic alliances" 12 (12): 69-80, 1998

30 Kogut, B., "Knowledge of the firm and the evolutionary theory of the multinational corporation" 24 (24): 625-645, 1993

31 Winter, S., "Knowledge and competence as strategic assets, In The Competitive Challenge: Strategies for Industrial Innovation and Renewal" Ballinger 159-184, 1988

32 Mom, T. J. M., "Investigating managers’ exploration and exploitation activities: The Influence of top-down, bottom-up, and horizontal knowledge inflows" 44 (44): 910-931, 2007

33 Zollo, M., "Interorganizational routines and performance in strategic alliances" 13 : 701-713, 2002

34 Powell, W. W., "Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology" 41 (41): 116-145, 1996

35 Stuart, T. E., "Interorganizational alliances and the performance of firms: a study of growth and innovation rates in a high-technology industry" 21 (21): 791-811, 2000

36 Zahra, S. A., "International expansion by venture firms: International diversity, mode of market entry, technological learning, and performance" 43 : 925-950, 2000

37 Hitt, M. A., "International diversification: effects on innovation and firm performance in product-diversified firms" 40 : 767-798, 1997

38 Shan, W., "Interfirm cooperation and start-up innovation in biotechnology" 15 (15): 387-394, 1994

39 Li, S.X., "Inertia and evaluation mechanisms in interorganizational partner selection: Syndicate formation among U.S. investment banks" 45 : 1104-1119, 2002

40 Dyer, J.H, "How to make strategic alliances work" 42 (42): 37-43, 2001

41 Lee, G., "From a firm-based to a community-based model of knowledge creation: The case of the Linux kernel development" 14 (14): 633-649, 2003

42 Beckman, C. M., "Friends or strangers? Firm-specific uncertainty, market uncertainty, and network partner selection" 15 (15): 259-275, 2004

43 Adler, P., "Flexibility versus efficiency? A case study of model changeovers in the Toyota production system" 10 : 43-68, 1999

44 Carlsson, B., "Flexibility and the theory of the firm" 7 : 179-203, 1989

45 Szulanski, G., "Exploring internal stickiness: Impediments to the transfer of best practice within the firm" 17 : 27-43, 1996

46 He, Z.L., "Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis" 15 (15): 481-494, 2004

47 Yamakawa, Y., "Exploration versus exploitation in alliance portfolio: Performance implications of organizational, strategic, and environmental fit" 40 : 287-296, 2011

48 Lavie, D., "Exploration and exploitation within and across organizations" 4 (4): 109-155, 2010

49 March, J. G., "Exploration and exploitation in organizational learning" 2 (2): 71-87, 1991

50 Rothaermel, F.T., "Exploration and exploitation alliance in biotechnology: A system of new product development" 25 (25): 201-221, 2004

51 Benner, M.J., "Exploitation, exploration, and process management: The productivity dilemma revisited" 28 (28): 238-256, 2003

52 Greene, W. H., "Econometric Analysis, 3rd ed" Macmillan 1997

53 Baum, J. A. C., "Don’t go it alone: alliance network composition and startups’ performance in Canadian biotechnology" 21 : 267-294, 2000

54 Anand, B.N., "Do firms learn to create value? the case of alliances" 21 : 295-315, 2000

55 Ballesta, M, "Corporate reorganizations: Changes in the intensity of labor and capital expenditures" 26 : 1205-1238, 1999

56 Porter, M.E., "Coalitions and global strategy, In Competition in Global Industries" Harvard Business School Press 315-344, 1986

57 Birkinshaw, J., "Building ambidexterity into an organization" 45 (45): 47-55, 2004

58 Lavie, D., "Balancing exploration and exploitation in alliance formation" 49 (49): 797-818, 2006

59 Cohen, J., "Applied Multiple Regression/Correlation Analysis for the Behavioral Sciences" Erlbaum 1983

60 Neter, J., "Applied Linear Regression Models" Irwin Press 1996

61 Tushman, M.L, "Ambidextrous organizations: Managing evolutionary and revolutionary change" 38 (38): 8-30, 1996

62 O’Reilly, C.A., "Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma" 28 : 185-206, 2008

63 Lubatkin, M. H., "Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration" 32 (32): 646-672, 2006

64 Gulati, R., "Alliances and networks" 19 : 293-317, 1998

65 Rothaermel, F.T, "Alliance type, alliance experience and alliance management capability in high-technology ventures" 21 : 429-460, 2006

66 Wassmer, U., "Alliance portfolios: A review and research agenda" 36 (36): 141-171, 2010

67 Lavie, D., "Alliance portfolios and firm performance: A study of value creation and appropriation in the U.S. software industry" 28 : 1187-1212, 2007

68 Jiang, R. J., "Alliance portfolio diversity and firm performance" 31 : 1136-1144, 2010

69 Cohen, W.M., "Absorptive capacity: A new perspective on learning and innovation" 35 (35): 128-152, 1990

70 Grant, R.M., "A knowledge accessing theory of strategic alliances" 41 (41): 61-84, 2004

71 Holmqvist, M., "A dynamic model of intra-and interorganizational learning" 24 (24): 95-103, 2003