외부환경 불확실성과 제휴 집중도가 기업의 제휴 유형 선택에 미치는 영향

This study examines the effects of environmental uncertainty and alliance intensity on firms' strategic alliance type selection. We view strategic alliances as firms' active and strategic choices to respond to environmental uncertainties, aiming to capture the dynamic adjustment process of alliance strategies in response to environmental changes. Using panel data from the Korean Business Activity Survey from 2010 to 2020, consisting of 1,314 observations from 809 firms, we conducted a panel logit analysis. Results show that firms with higher alliance intensity tend to prefer horizontal alliances over vertical ones, contrary to our initial hypothesis. This finding reflects recent trends where firms actively engaged in alliances tend to seek cross-industry collaborations for new value creation, challenging the traditional view that higher alliance intensity leads to more vertical integration. Regarding environmental uncertainty, higher demand uncertainty leads firms to choose vertical alliances, consistent with previous research suggesting that firms build stable relationships within existing supply chains to respond to uncertain demand changes. This strategy allows firms to maintain flexibility and responsiveness in the face of unpredictable market responses. Conversely, increased competitive uncertainty results in a preference for horizontal alliances, demonstrating firms' strategic behavior of seeking cross-industry cooperation to survive in intense competition. This finding supports the argument that horizontal alliances can be an effective means of pooling resources and capabilities to address competitive threats. Interestingly, technological uncertainty did not show a significant effect on alliance type selection, suggesting that firms may respond to technological changes through means other than alliance type selection. Furthermore, demand and competitive uncertainties moderate the relationship between alliance intensity and alliance type selection. In environments with high demand uncertainty, firms focusing strategically on alliances tend to seek a dynamic balance between vertical integration and cross-industry cooperation. This indicates that these firms are adept at leveraging both types of alliances to manage demand fluctuations effectively. On the other hand, in highly competitive environments, firms with high alliance intensity tend to prefer vertical alliances, contrary to our expectations. This finding suggests that intense competition may drive firms to focus on strengthening their core competencies and securing stable supply chains rather than expanding horizontal partnerships. This study contributes to the literature by empirically demonstrating that firms' alliance strategies are shaped by the complex interplay of internal capabilities and external environmental factors. It extends existing research by considering multiple dimensions of environmental uncertainty simultaneously and examining their differential effects on alliance choices. Our findings highlight the need to approach environmental uncertainty as a multidimensional concept rather than a simplistic one, providing direction for future research in this field.