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The purpose of this study is to integrate modern decision sciences and develop a dynamic risk management model for international alliance engineering design projects.

To apply the model to real-world risk assessment and managerial decision-making, a mega project case study was conducted. System dynamics and computer simulations were used for improving quantitative analyses and scenario planning.

Based on the consideration and analyses of different cooperation risk factors, ripple effects of design error is found to be the key factor of subcontract management in international alliance projects in this study.

This study provides a rationale for dynamic risk management decisions and enables international alliance companies to systematically control the cooperation risks in the execution of projects.

In the dynamic project management process, a significant increase in the design error rate does not unilaterally occur but is caused by subcontract and other management errors as a system problem. Integrative solutions with systems thinking would help the management.

This study proposed a framework of measuring project performance and dynamic risk management. The benchmarked case study demonstrates the capability of the proposed model for the feedback learning of business lessons and knowledge accumulations.

The purpose of this paper is to identify the factors influencing bargaining decisions and systematically develop a framework to support collaborative innovation within a strategic alliance. This framework can help companies resolve bargaining problems and facilitate cooperation and effective negotiation of strategic alliances to build successful business relationships.

The study considers Taiwanese agents’ bargaining power during negotiations with suppliers, using decision analysis to identify the variables affecting judgment. It uses Delphi–AHP methods to evaluate and develop a multi-criteria model explaining the critical factors to increase agents’ bargaining power and collaborative capability in the negotiation process.

Two significant differences between supply chain management practices and managerial specialty are found. Results suggest that better supply chain management practices of agents could assist suppliers in reducing their stock and processing delivery costs, and suppliers could offer more of their marketing planning and strategies to agents to increase confidence in each other’s products.

It is hoped that this study will encourage more academics in the supply chain management field to investigate the extent to which other bargaining considerations act as facilitating or constraining factors in other Asian and non-Asian economies and other industries.

This study focuses on collaborative thinking and cooperation to develop and improve positive and relational outcomes in agent–supplier relationships.

The study analyzed the bargaining power of agents and collaborative innovation in the semiconductor industry from three major perspectives: professional competence, managerial competence and channel efficiency. The study provides effective suggestions for enhancing profits in agency-based cooperation.