Purpose

This paper aims to explore the significance of resource sharing in business to capture new market opportunities and securing competitive advantages. Firms enter strategic alliances (SAs), especially for designing new products and to overcome challenges in today’s fast changing environment. Research projects have dealt with the creation of SAs, however without concrete referencing the impact on selected supply chain resources. Furthermore, academia rather focused on elaborating the advantages and disadvantages of SAs and how this affects structural changes in the organization than examining the effects on supply chain complexity and performance.

Design/methodology/approach

The authors collected and triangulated a multi-industry data set containing primary data coming from more than 200 experts in the field of supply chain management along and secondary data coming from Refinitiv’s joint ventures (JVs) and SA database and IR solutions’ database for annual reports. The data is evaluated in three empirical settings using binomial testing and structural equation modeling.

Findings

The results show that nonequity SAs and JVs have varying degrees of impact on supply chain resources due to differences in the scope of the partnership. This has a negative impact on the complexity of the supply chain, with the creation of a JV leading to greater complexity than the creation of a nonequity SA. Furthermore, the findings prove that complexity negatively impacts overall supply chain performance. In addition, this study elaborates that increased management capabilities are needed to exploit the potentials of SAs and sheds light on hurdles that must be overcome within the supply network when forming a partnership. Finally, the authors give practical implications on how organizations can cope with increasing complexity to lower the risk of poor supply chain performance.

Originality/value

This study investigates occurring challenges when establishing nonequity SAs or JVs and how this affects their supply chain by examining supply networks in terms of complexity and performance.

中文翻译：

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合资企业和非股权战略联盟如何影响供应链的复杂性以及供应链绩效？

目的

本文旨在探讨企业资源共享对于捕捉新市场机会和确保竞争优势的重要性。公司加入战略联盟（SA），特别是为了设计新产品并克服当今快速变化的环境中的挑战。研究项目涉及 SA 的创建，但没有具体提及对选定供应链资源的影响。此外，学术界更注重阐述 SA 的优点和缺点以及它如何影响组织的结构变化，而不是研究对供应链复杂性和绩效的影响。

设计/方法论/途径

作者收集并三角测量了一个多行业数据集，其中包含来自供应链管理领域 200 多名专家的主要数据以及来自 Refinitiv 合资企业 (JV) 和 SA 数据库以及年度报告 IR 解决方案数据库的二手数据。使用二项式测试和结构方程建模在三种经验设置中评估数据。

发现

研究结果表明，非股权股份公司和合资公司由于合作范围的差异，对供应链资源产生不同程度的影响。这对供应链的复杂性产生了负面影响，创建合资企业比创建非股权 SA 更复杂。此外，研究结果证明复杂性会对整体供应链绩效产生负面影响。此外，本研究阐述了需要提高管理能力来开发 SA 的潜力，并阐明了在建立合作伙伴关系时供应网络内必须克服的障碍。最后，作者对组织如何应对日益增加的复杂性以降低供应链绩效不佳的风险给出了实际意义。

原创性/价值

本研究通过检查供应网络的复杂性和绩效，调查了建立非股权 SA 或合资企业时出现的挑战，以及这如何影响其供应链。