The purpose of this research is to discuss the Guanxi among the partners of strategic alliance, the influence on the degree of the trust among the strategic alliance partners caused by Guanxi, and the influences on the alliance performance and on the willing to cooperate in the future caused by the degree of the trust. As the internationalization and liberalization developing, many industries aware of the limitation of their own resources. A company is no longer able to compete with others alone, so they try to forge the strategic alliances to get the important resources to achieve their strategic goals. On the other side, the operation of the strategic alliances is deeply influenced by the trust and the interactions among partners. This trust could be broken due to the major differences on the organization cultures and on the management style in different partners, or due to the bad communications. The alliance could be broken because of the lack of the trust. The relationship between Guanxi and Chinese sociality is very closed. For Chinese enterprises, the development of the Guanxi can be the mechanism to overcome both the completion and the shortage of the resources. The managers in Chinese sociality are specially good at manipulate the Guanxi to construct the trust in an organization. They not only rely on the original Guanxi of the relatives and the acquaintances, but also expand the area of connections among people via the introduction of the intermediates. If both managers of two companies of strategic alliances have the interpersonal Guanxi, the degree of the trust between the strategic alliance partners will be higher. This research not only builds a theoretical framework by making a complete survey, but also verifies this framework by collecting and analyzing 112 effective questionnaires according to the structural equation model, SEM. The results show that the differences of basic types of the Guanxi among the alliances will be affected by the degree of the closeness and by the degree of the trust (including benevolence trust and credibility trust, from family, acquaintances, to strangers, in the descending order). The past cooperative experience of the alliance partners and the common interpersonal relationship are also able to affect the degree of the trust. There are also positive influences on the alliance performance for the degree of the trust among alliances (including the degree of satisfaction on the cooperative relationship and the degree of completion of the goals). And this degree of the trust among the alliances and the alliance performance are of the positive influences on the willing for alliances to cooperate in the future. Because the strategic alliance in essence is both competition and cooperation, the companies must carefully consult and discuss with each other when progressing the forge of the strategic alliances. Based on the Guanxi, the alliance partners should enhance the trust and the understanding between each other. If the alliances partners could be sufficiently trusted, it is believed that the alliance performance can be improved and the win-win can be fully achieved.

Purpose: After 911 attack, Bali attack, War between Iraq and USA, and SARS outbreak, there is heavy damage in the traveling business. Under the burning situation, Airline Industry use strategic alliance to expand resource base, to increase competitive edge, to expand long-term profit and to estimate future market. Our study is to evaluate the relationship between strategic alliance type and performance. Material and Methods: The methodology of this reach is to interview with 13 international airlines¡¦ managers and to find out the alliance performance in different strategic alliances types. These strategic relationships include Precompetitive Alliance, Competitive Alliance, Noncompetitive Alliance, and Procompetitive Alliance. The strategic alliance performance is evaluated in four dimensions, which are mostly concerned by these airline managers. They are Profit, Image and Popularity, Passenger Load-Factor, and Customers Satisfaction. Results: The performance in different alliance types shows in the following lists: 1. The best performance in aliening with Travel Agent is ¡§ raise the Passenger Load Factor¡¨ 2. The best performance in aliening with Internet is ¡§ raise the Passenger load factor¡¨ 3. The best performance in aliening with Tourism associations is ¡§ enhance the Image and Popularity¡¨ 4. The best performance to aliening with other airlines (StarAlliance,Oneworld) is ¡§enhance the Image and Popularity¡¨ 5. The best performance for code share flight is ¡§ raise the Passenger Load Factor¡¨ 6. The best performance aliening with hotels and department store are ¡§enhance the Image and Popularity¡¨ 7. The best performance in aliening with Telecom company and Credit Card Company are ¡§enhance the Image and Popularity¡¨ The alliance type in these four performance dimensions shows in the following list. 1. The best alliance for increasing Profit is aliening with Internet and Travel Agent. 2. The best alliance for enhancing Image and Popularity is joining StarAlliance or Oneworld Alliance. 3. The best alliance to raising Passenger Load Factor is aliening with Travel Agency. 4. The best alliance for boosting Customers Satisfaction is joining StarAlliance or Oneworld Alliance. Conclusion: In conclusion of this research study, the most benefit in airline industry under the strategic alliance is the rise of Passenger Load Factor. As for the airlines managers¡¦ most concern ¡§Profit¡¨, alliance with travel agency and Internet stands out the most.

This research aims at exploring the interaction and differences of the relations among knowledge protection, relationship capital, strategic attribute of knowledge, and alliance performance. Through a mail survey, 95 effective samples of cross-border learning alliances of Taiwanese hi-tech firms were collected and analyzed. Using regression and simultaneous equations models, the proposed model was tested. The main conclusions are presented as follows: 1.Communication, trust, and commitment construct the determinants of relationship capital. 2.Knowledge which has more tacit, complexity, and special attributes is a more significant in strategic asset. 3.It is significant that the strategic attribute of knowledge will guarantee a influence on the relationship capital 4.It follows that the strategic attribute of knowledge that is transferred by alliances maintain a positive influence on knowledge protection by the target focus firm. 5.Relationship capital will guarantee a positive influence apparently on knowledge protection by the focus firm. 6.The higher the degree of relationship capital between alliance partners, the greater the alliance performance between the partners 7.It follows that the higher the degree of individual knowledge protection between alliance partners, the poorer the alliance performance between the partners.

La mondialisation de l’économie et l’internationalisation des marchés ont entrainé le développement sans précédent des alliances stratégiques. De nombreux travaux de recherches se sont attachés à décrire et tenter d'expliquer ce phénomène notamment en s'intéressant à leurs modes de gouvernance. Dans la plupart des travaux, deux modes de gouvernance sont identifiés et théorisés : la gouvernance contractuelle et la gouvernance relationnelle. Dans le prolongement de ces travaux, l'étude de la relation entre mode de gouvernance et performance occupe une place de choix en sciences de gestion. Partant de ce corpus, cette recherche vise à répondre à la question suivante : "Dans quelle mesure la structure de la gouvernance peut-elle améliorer la performance d'alliance?". En mobilisant la théorie des coûts de transactions (Williamson, 1985) et la théorie de l’échange social (Blau, 1964 ; Homans, 1961), cette recherche développe un modèle intégrateur à travers neuf hypothèses de recherche, permettant de comprendre le lien entre la gouvernance contractuelle, la gouvernance relationnelle et la performance d’alliance stratégique. Avec la collaboration de l'association France Biotech, ce modèle a été testé auprès d’un échantillon représentatif des firmes biotechnologiques françaises. La validation des hypothèses de recherche a été faite en ayant recours à la méthode PLS. Trois principaux résultats importants ont émergé : le choix de la gouvernance contractuelle est fortement recommandé en cas de forte spécificité des actifs investis dans l’alliance, une forte dépendance vis à vis du partenaire défavorise le recours à la gouvernance relationnelle ; et l’effet positif de la gouvernance relationnelle sur la performance d’alliance est plus fort que celui de la gouvernance contractuelle. / Economic globalization and internationalization of markets have led to an unprecedented development of strategic alliances. Many research projects have tried to describe and explain this phenomenon, some via exploration of modes of governance. Contractual and relational governance are the two modes of governance identified and theorized upon in the majority of these works. Extending this research avenue further in the area of Management Sciences, a prominent place is held by the relationship between mode of governance and performance. Based on this corpus, this research aims to answer the following question: “To what extent can the governance structure improve the performance of an alliance?” Mobilizing transaction cost theory (Williamson, 1985) and social exchange theory (Blau, 1964 ; Homans, 1961) this research develops an integrative model through nine research hypotheses in an effort to understand the link between contractual governance, relational governance and performance of strategic alliances. Thanks to collaboration with the French Biotech association, the model has been tested using a representative sample of French Biotech firms. The research hypotheses were validate using the PLS method. Three main important results emerge : contractual governance is a strongly recommended choice if there is a high level of asset specificity invested in the alliance ; in the case of strong dependence on a partner, relational governance is not the ideal choice ; and relational governance has a stronger positive effect on alliance performance than does contractual governance.

Les alliances stratégiques sont devenues autant une nécessité qu'un choix pour les entreprises afin d'être compétitif sur les marchés d'aujourd'hui. Toutefois, faire fonctionner les alliances stratégiques n'est pas une évidence. Des taux de défaillance entre 30% et jusqu'à 70% ont été régulièrement signalés. Un nombre important de recherches a examiné comment ces chiffres pouvaient être améliorés. La sélection de partenaires a été identifiée comme l'un des facteurs clés de la réussite. En fait, les attributs spécifiques de chaque partenaire, influant même sur la sélection de ces mêmes partenaires, ont tendance à avoir des effets boule de neige au-delà de la phase de formation, jusqu'aux phases de conception et de post-formation. S'appuyant sur des recherches antérieures étudiant l'attribut « réputation », cette thèse vient combler une lacune en explorant le rôle que peut jouer la réputation pour la performance environnementale dans la détermination des avantages individuels et communs dans les différentes phases des alliances stratégiques. Dans quatre essais indépendants mais interconnectés, des questions de recherche spécifiques sont théoriquement examinées sous la « Natural-Resource-Based View (NRBV) » et la « Strategic Cognition Perspective ». Les hypothèses de l'étude sont testées empiriquement à partir des données recueillies auprès des PDG et des cadres supérieurs dans 176 entreprises manufacturières norvégiennes. / Strategic alliances have become as much a necessity as a choice for companies to be competitive in today's markets. However, making strategic alliances work is not evident. Failure rates between 30% and as high as 70% have been regularly reported. A substantial stream of research has examined how these numbers can be improved. Partner selection has been identified as a key success factor. In fact, partner-specific attributes, affecting which partners are selected, tend to have snowball effects beyond the formation phase to the design and postformation phases. Building on previous studies investigating the attribute of reputation, this thesis fills a gap by exploring the role reputation for environmental performance can play in determining firm-specific and joint competitive advantages in the different phases of strategic alliances. In four individual but connected Essays, specific research questions are theoretically examined under the Natural-Resource-Based View (NRBV) and Strategic Cognition Perspective. The study's hypotheses are empirically tested using data collected from CEOs and top managers in 176 Norwegian manufacturing firms.