国際合弁企業における社会関係資本としての信頼 : 台湾における日台合弁企業を事例として

概要

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This study aims to provide a better understanding of the effect of social capital on organizational learning and performance through the analysis of international joint ventures. Trust is an essential component of social capital for joint ventures to decrease conflicts and to extract higher value of inputs from alliance participants. The existing studies stress the benefits trust can bring to the strategic alliance relationship. This optimistic bias has been perceived in related areas such as "groupthink" and "group cohesiveness." The lack of attention to this negative effect of trust has hindered the development of a more balanced and more complete perspective on the nature and effects of trust in general. This study seeks to contribute to a more integrated theoretical approach to the positive and negative effects of trust on outcomes in organizational level. Specifically, the concept of "boomerang effect" was adopted to measure the effect of trust on both organizational learning and performance. This study suggests that the impact of trust decreases beyond a certain point of development. The effect of trust on its outcomes can also be described as an inverted U-shaped curve. A non-linear regression analysis of the dataset of Japan-Taiwan joint ventures in Taiwan has been used to study the effect of trust. Implications of this study have relevant prescription for organizational goals and management for the strategic alliance.
2012-06-20