A strategic contingency model for technology alliance

Based on theories of organizational learning and strategic considerations, this study aims to develop a strategic contingency model for technology alliance and identify how alliance‐specific factors, strategic factors, and organizational capability factors influence firms to acquire competencies and competitive advantages through technology alliance.

A six‐page, 94‐item survey questionnaire was developed and mailed to top‐level managers of the semiconductor firms in Taiwan. A total of 63 valid responses were received.

The study results indicate that firms with higher absorption orientation, higher risk reduction orientation, higher R&D scale economy orientation, and higher top management team experiences tend to perform better in acquiring competitive advantages. In addition, the strategic fit between strategic factors, organizational capability factors and technology alliance choice could lead firms to better competitive advantage.

Although the results of this study are fruitful, several suggestions could be made for academicians and business practitioners. First, the respondent rate of this study is low and could be improved. Second, in addition to the strategic contingency model as developed in this study, more research factors could be further investigated. Third, more case studies could be conducted to reconfirm the results of this study.

The major contribution of this study is to investigate what critical factors would influence the choice of a technology alliance model, and what effects the influencing factors have on the relationship between a technology alliance model and the intended competency development. The results of this study provide very important references for academicians and practitioners to investigate the effectiveness of technology alliance.