This thesis presents an exploratory research on the dynamics of strategic alliances, analyzing qualitative data and information about 20 projects undertaken by helicopter manufacturing companies in Japan, Indonesia, Europe and Korea. The research framework draws upon the literature of strategic alliances and technology development processes.
This thesis takes on four major issues. First, it examines objectives of the strategic alliances as motivations to form such alliances. We suggest three distinct objectives: (i) technology-oriented objective mode aiming at acquiring advanced technology, (ii) market-oriented objective mode aiming at entering the world market, and (iii) consolidation-oriented objective mode trying to achieve sharing risks and development costs.
In the thesis, we present an effective strategic alliance model for the technology development. The model distinguishes among steps of technology development process: entry stage, development stage and creation stage. The technology-oriented single function model is effective at the entry stage, aims at learning of technology, and has less opportunism and uncertainty. The market-oriented double function model is an effective strategic alliance model at the development stage, aims at entering the world market and retains a potential competitive relationship with partners. The consolidation-oriented multiple function model is effective at the creation stage and aims at reducing development cost and managerial risks. This model takes a symmetric relationship with the partners.
The thesis also suggests desirable dynamics of the strategic alliance model for underdeveloped companies. It is important to understand the companies' strategic positions for adopting effective strategic alliance models. A strategic position implies each step in the technology development process. As the underdeveloped company's capabilities evolve along the steps of the technology development process, the effective strategic alliance model proposes a dynamic transition from technology-oriented single function model to market -oriented double function, and finally to consolidation-oriented multiple function model.
Finally, it suggests managerial implications for the Korean helicopter industry. The Korean strategic position is at the development stage. Therefore, an effective alliance model for Korean firms is comparable with the market-oriented double function model. Based on the thesis analysis, we suggest that Korean helicopter companies need to prepare for participating in the worldwide market competition by taking into account the key factors implied by this model. It is necessary for the underdeveloped companies undertaking strategic alliances to fully understand their strategic positions and adopt the most effective strategic alliance model to acquire competitive advantages for their productive operations.
