With the rapid development of information and communication technologies, the boundaries of markets become blurred, and with the increasing uncertainties and risks of the future, competition among global companies becomes more intense. Enterprises are in an intense environment of competition for survival, and these aspects of competition threaten the survival of the enterprises.
Thus, regardless of large enterprises and small businesses, the majority of the companies came to encounter big problems, and accordingly the enterprises are considering or already taking cooperation strategies with enterprises in a competitive relationship as well as cooperative enterprises in a high correlation with one’s own company as a plan to actively cope with changes in management environments. In particular, for technological innovation in state-of-the-art technology -based industries, since it is difficult to secure the skills and resources needed as a single enterprise as the boundaries of industries collapse with the promotion of convergence and combination in various technological fields, cooperation strategies like a strategic alliance are actively considered. Thus, a cooperation strategy is an important element for the strengthening of the competitiveness of enterprises as well as the survival of the enterprises.
For successful cooperation, in constructing a cooperation strategy between enterprises, the success rate of cooperation is high and a long-term relationship is possible as their interest coincide. Till now, most preceding studies on cooperation strategies focus only on the effects of the properties of cooperation enterprises on the selection of cooperation partner enterprises and the business performance of the enterprises, but studies on the motivation and objectives of building cooperation strategies and the importance of the matters to be considered in selecting cooperation partners have not actively been carried out.
Therefore, this study carried out an empirical analysis of the motivation and purpose of the construction of cooperation strategies by enterprise and what differences there are in factors to which importance is attached in selecting partners. For this purpose, this study drew out a total of 15 important elements (8 factors of motivation and purpose factors and 7 considerations in selecting partners) among the evaluation models presented in the preceding research through a survey of professionals. In addition, this study analyzed the differences depending on the size: large, medium and small enterprises and depending on the industry: electronics and chemical industries during AHP using a pairwise comparison technique. As a result of the analysis, it turned out that there were differences in the important factors of cooperation strategies by classification of enterprise and industry. The findings of this study will be a useful guideline for enterprises that will construct cooperation strategies effectively using external resources.