The Influence of Corporate Culture and Information Sharing toward Strategic Alliance Operation Outcome

Li, S. H., and Wu, R. J. 2001. The Influence of Corporate Culture and Information Sharing toward Strategic Alliance Operation Outcome. NTU Management Review, 11 (2): 085-127

Sheng-Hsiang Li, Associate Professor of Department of Finance, I-Shou University
Rouh-Jii Wu, Instructor of Department of General Education, National Kaohsiung Institute of Marine Technology

Abstract

This study analyzes the reasons that influence the strategic alliance outcome from the organizational learning theory. The formation and outcomes of the conflict, satisfaction, and trust between partners in the strategic alliance are analyzed. This study aims to discover the influence of the similarity in the corporate culture and information sharing toward the conflict, satisfaction, and trust. Moreover, it attempts to analyze the influence of the conflict, satisfaction, and trust on the cooperation intention in the future. The author visited a few firms that involved in the strategic alliance relationship to correct the questionnaire. The data was collected by a mail survey of 1,007 firms. 129 questionnaires were returned. 124 completed questionnaires were analyzed. The theoretical framework is tested by LISREL method. Results show that similarity in the corporate culture and information sharing are the important contributors to the conflict, satisfaction, and trust. The conflict has significantly negative influence on the cooperation intention. Both the satisfaction and trust have significantly positive influence on the cooperation intention.  


Keywords

Corporate culture Information sharing Strategic alliance Organizational learning Cooperation intention


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