The role of knowledge governance in strategic alliances (original) (raw)
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Knowledge and learning in strategic alliances: how to learn with cooperation
Problems and Perspectives in Management, 2008
The formation of strategic alliances is often motivated by the benefits arising from organizational learning and knowledge transfer among alliance members. In strategic alliances, both strategic similarity and dissimilarity may exist and both may have positive effects on organizational learning and knowledge transfer.
This paper develops a conceptual model, based on a structural equation approach, for empirically investigating the role played by relational embeddedness in the process of creation of synergies of knowledge-related capabilities in strategic alliances (SAs). The theoretical model identifies an underlying latent construct; knowledge embeddedness and its antecedents: complementarity, compatibility, tacitness, trust, protectiveness, and coordination, which needs to be explicitly recognized and integrated in the theory of creation of synergies in SAs. While the individual importance of most of these variables has long been recognized in both SA and social exchange literature, their simultaneous effects have thus far been ignored. Embeddedness is hypothesized to be a full mediator of these effects on creation of synergies. Furthermore, absorptive capacity, network capacity, and collaborative know-how are proposed to moderate these effects.
Antecedents of Procedural Governance in Knowledge—Sharing Alliances
Annals of Information Systems, 2009
Utilising the dynamic capabilities perspective, this study examines the role of collaborative capability in R&D alliances with a focus on the interplay between organisational-and individual-level mechanisms. Collaborative capability has predominantly been conceptualised and analysed from a firmlevel perspective, whereas the individual-level mechanisms that enable this ability to develop and flourish have been neglected. We explore the development of Novozymes' 'Partnering Project' and show how individual-level factors, such as competence development, work in concert with organisational-level strategic and structural mechanisms in creating collaborative capability. Based on an in-depth case study and a review of the literature, we propose a framework to explain the multi-dimensional nature of collaborative capabilities in R&D alliances. Our study shows how firms may benefit from increased attention to the interaction between individual-and organisational-level issues, captured via a partnering mindset, when designing R&D alliances. Research Associate at UTS. He has published more than 15 articles on strategic alliances, knowledge management and firm internationalisation in international journals. His current research is related to multi-level issues in strategic management with particular emphasis on firm internationalisation and the role of individual, team, firm, industry and country-level factors.
2016
1.INTRODUCTIONFor the last few decades a number of various types of collaboration between independent firms have been growing steadily (Harbison & Pekar, 1998, Anand & Khanna, 2000), and many of these collaborations have been developed under the umbrella of strategic alliances. In highly competitive global market, especially with the recession over last decade, strategic alliance has become an important way in achieving sustainable competitive advantage and strategic success (Parkhe, 1991). Strategic alliance can be analyzed as an organizational form in which independent organizations share the benefits of partnership in key strategic areas such as product design, production, marketing, distribution, technology (Arend & Amid 2005, Gulati 1998) and thus share the risk and costs of ongoing collaboration. Alternatively, strategic alliance is based on voluntary cooperative agreements of two or more firms to reach a common goal entailing the pooling of their resources and facilities (Par...
Alliance formation issues for knowledge-based enterprises
International Journal of Management Reviews, 2001
Interfirm collaboration among knowledge intensive firms is increasing as a result of accelerating competition, falling regulatory barriers, and rising customer expectations. Resource dependency theory is used to position knowledge as the key resource for the knowledge-based enterprise (KBE) and to examine the suitability of alliances as a mode of knowledge acquisition and exchange, contrasted particularly with merger and acquisition. The alliance and knowledge literatures are reviewed and particular attention is paid to the critical alliance formation stage. This stage is reviewed against a research model that posits firm performance in knowledge creation arises from a number of factors, including the motivation for an alliance, partner firm characteristics (the ability to develop and sustain valuable resources; absorptive capacity; combinative capability; experience with alliances; and appropriate design for knowledge exchange), the development of operating structures and norms, and the choice of alliance structure. The paper concludes with suggestions for future research. This paper will focus on an important aspect of alliance operation-formation-with a view to developing a parsimonious conceptual model linking the motivation to collaborate (based on resource-dependency theory) with structure, partner characteristics, operating norms and performance for KBEs. Formation is an important period in the life of an alliance, as Walker, Kogut, and Shan (1997) have argued that the early choices made by firms have a significant impact on the course of future cooperation. This paper is in four sections. First, we will briefly define knowledge and alliances. Second, we will provide an overview of some of the key aspects of alliances that will demonstrate their suitability as a mode of knowledge acquisition and exchange, especially in contrast to merger and acquisition (M&A). Third, we will introduce our research model and integrate representative studies from the alliances and knowledge literatures to describe the key issues in the formation stage of the alliance life cycle. Finally, areas for future research will be proposed. Definitions Knowledge: Every evolving field of inquiry seems replete with a host of definitions and distinctions that attempt to shade every nuance of the phenomenon under study. Knowledge in firms is no exception. Rather than survey this field in search of an ideal definition, we have chosen instead to adopt the distinction Zack (1999) made about data, information and knowledge. Briefly, Zack (1999) suggested that data comprised observable facts without context. With the addition of suitable context, data became more valuable, to a firm as it was thus transformed into information. Finally, knowledge is information further endowed by the user's belief in its worth through the assignment to it of value, based on meaningful, organized accumulation obtained via experience, communication or inference (Zack, 1999). Polanyi (1966) usefully distinguished between explicit knowledge (which can be presented in written form) and tacit knowledge (which is difficult to codify, reflecting human limitations on describing everything they know). These distinctions will also be observed in this paper. Alliances: Alliances make possible the conduct of cooperative activity between firms and create opportunities for participating companies to appropriate benefits from their involvement in an alliance. This form of collaboration has been defined as a partnership amongst firms that work together to achieve some strategic objective (Berg, Duncan and Friedman, 1982; Harrigan, 1988; Killing, 1983). The literature emphasizes several key characteristics of alliances. Alliances are generally thought to include two or more firms united to pursue a set of agreed-upon goals (Yoshino and Rangan, 1995); contributing complementary, firm-specific capabilities (Florin, 1997); involved in a range of interdependent activities (Contractor and Lorange, 1988) in which limited control is exercised by parties (Gomes-Casseres, 1996) who remain independent subsequent to the formation of the alliance and share in its risks and benefits (Yoshino and Rangan, 1995).
A knowledge accessing theory of strategic alliances
Journal of Management Studies, 2004
The emerging knowledge-based view of the firm offers new insight into the causes and management of interfirm alliances. However, the development of an effective knowledge-based theory of alliance formation has been inhibited by a simplistic view of alliances as vehicles for organizational learning in which strategic alliances have presumed to be motivated by firms' desire to acquire knowledge from one another. We argue that the primary advantage of alliances over both firms and markets is in accessing rather than acquiring knowledge. Building upon the distinction between the knowledge generation ('exploration') and knowledge application ('exploitation'), we show that alliances contribute to the efficiency in the application of knowledge; first, by improving the efficiency with which knowledge is integrated into the production of complex goods and services, and second, by increasing the efficiency with which knowledge is utilized. These static efficiency advantages of alliances are enhanced where there is uncertainty over future knowledge requirements and where new products offer early-mover advantages. Compared with alternative learning-based approaches to alliance formation, our proposed knowledge-accessing theory of alliances offers the advantages of greater theoretical rigour and consistency with general trends in alliance activity and corporate strategy.
2012
I would like to take the time to mention other individuals who were directly or indirectly involved in the joys and challenges of writing my doctoral dissertation. First, I would like to thank my supervisor Professor Sören Kock who gave me the opportunity to come to Hanken and start this research project. I extend a special thanks to him for providing administrative and professional support during the years and his valuable comments on my thesis draft. Further, I would like convey my deepest appreciation to my second supervisor, Professor Pervez Ghauri, Kings College London, University of London for providing critical inputs for finalizing questionnaires and reading my thesis draft several times.
Sharing Knowledge in Strategic Alliances to Build Collaborative Advantage
Utilizing information technology …, 2006
This chapter studies the transmission and sharing of knowledge in strategic alliances. First of all, the authors explain the existence of alliances from different theoretical perspectives. They argue that resource and knowledgebased views of the firm offer an adequate approach for the understanding of social and strategic aspects involved in the achieving of a collaborative advantage. Secondly, they examine information technology (IT) tools that are critical for enabling and supporting information and knowledgesharing processes among partners.
The Role of Knowledge in Alliances: A Meta-Analysis
Strategic alliances promise an effective means for companies to fill critical gaps and gain position of competitive advantage. A majority of executives believe alliances represent a prime vehicle for future growth, and alliances are expected to account for an increasing percentage of company value. Yet despite the prevalence of alliances, estimates are that up to 75 percent of them fail. The authors investigate, using a meta-analytic technique, underlying factors that lead to alliance success. They find that the role of knowledge is a significant predictor of alliance success. They also find that cohesion and environmental uncertainty are important moderators.