| Project/Area Number |
20K13584
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| Research Category |
Grant-in-Aid for Early-Career Scientists
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| Allocation Type | Multi-year Fund |
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| Review Section |
Basic Section 07080:Business administration-related
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| Research Institution | Hitotsubashi University |
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Principal Investigator |
LEE Jinju 一橋大学, 大学院経営管理研究科, 講師 (30870224)
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| Project Period (FY) |
2020-04-01 – 2022-03-31
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| Project Status |
Completed (Fiscal Year 2021)
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| Budget Amount *help |
¥3,250,000 (Direct Cost: ¥2,500,000、Indirect Cost: ¥750,000)
Fiscal Year 2021: ¥1,560,000 (Direct Cost: ¥1,200,000、Indirect Cost: ¥360,000)
Fiscal Year 2020: ¥1,690,000 (Direct Cost: ¥1,300,000、Indirect Cost: ¥390,000)
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| Keywords | Corporate Strategy / Strategic Alliance / Value Chain / Competition Strategy / Alliance Porffolio / Global Value Chain / Demand Shock / Alliance Portfolio / Airline Industry / Competitive Dynamics |
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| Outline of Research at the Start |
Designing and configuring the alliance portfolio structure is a critical issue in alliance management. Focusing on the global airlines industry, I investigate how firms strategically adjust their alliance portfolios as a reaction to the market demand shock and competition structure changes.
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| Outline of Final Research Achievements |
This research investigated competitive strategies under different types of market change: demand shock and competitive structure change. I found preliminary results suggesting differential impacts of firm behavioral characteristics (e.g., learning orientation) on resource reallocation and resource configuration decisions under COVID-19 pandemic. The second project results suggest that the market shock created disturbance on alliance formation patterns (linearity and choice of value chain). The implications of this research provide a more holistic view in building an optimal structure of the global value chain and cooperative relationships with competitors.
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| Academic Significance and Societal Importance of the Research Achievements |
This research aims to provide a more holistic view in managing the organizational resource and learning activities under unexpected market changes. The findings provide practical implications to understand about strategic resource sharing and partnership to facilitate cooperation with competitors.
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