Learning to Reduce Interorganizational Learning: An Analysis of Architectural Product Innovation in Strategic Alliances (original) (raw)
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Interorganizational learning: A dynamic view on knowledge development in strategic alliances
2004
The objective of this paper is to develop a dynamic theory of interorganizational learning and knowledge acquisition in strategic alliances. Strategic alliances are becoming an increasingly important organizational form to gain access to new knowledge and to leverage existing knowledge. By establishing an alliance with one or more partners, an organization will gain valuable learning opportunities to acquire knowledge and to enhance its competitiveness. The degree with which the partners can realize their learning objectives is dependent on their absorptive capacities and the collaborative strategies adopted by the partners. These collaborative strategies may include the trust between alliance partners as well as the willingness to share existing knowledge. In order to gain insights into the dynamics of interorganizational learning and knowledge acquisition we propose a simulation model to test different conditions influencing the outcome of an alliance. Although the model is highly aggregated the results can improve our understanding of the key factors that influence the acquisition of knowledge in strategic alliances. We conclude the paper with a discussion for guidelines to assess and manage the outcome of strategic alliances.
This paper sets out to explore the extent to which the alliance partners' approaches to knowledge creation, as well as their ability to upgrade their collaborative R&D processes, vary by the novelty of technology developed within the partnership. The empirical data are based on a survey of 105 R&D partnerships in the global telecommunications industry. The results of this study show that the alliances developing radical innovations differ from alliances developing the incremental innovations in terms of their knowledge creation processes, partner and alliance characteristics, as well as process learning outcomes.
Knowledge and Process Management, 2006
This paper sets out to explore the extent to which the alliance partners' approaches to knowledge creation, as well as their ability to upgrade their collaborative R&D processes, vary by the novelty of technology developed within the partnership. The empirical data are based on a survey of 105 R&D partnerships in the global telecommunications industry. The results of this study show that the alliances developing radical innovations differ from alliances developing the incremental innovations in terms of their knowledge creation processes, partner and alliance characteristics, as well as process learning outcomes. Copyright © 2006 John Wiley & Sons, Ltd.
Research Policy, 2008
Specialists of different domains have to collaborate whenever technically demanding product innovations are developed. Their respective knowledge contributions need to be integrated into a functioning whole. Two approaches provide insight into how this is achieved: the dominating cross-learning approach assumes that the specialists of different knowledge domains have to intensively learn from each other in order to be able to jointly develop the new product. This cross-learning implies that groups of specialists transfer their specific knowledge, which encompasses different concepts (theories), methods and world views, among each other. However, some researchers argue that intensive cross-learning between specialists is a considerable expense in time and effort and, therefore, inefficient. They insist that integration of specialists' knowledge is achieved through structural mechanisms that significantly reduce the need for cross-learning. This article is based on one of the latter approaches. We argue that the mechanisms of transactive memory, modularization and prototyping in combination can considerably reduce knowledge transfers. This assumption has found empirical support for incremental innovations. On the basis of a comparison between incremental and radical innovation projects in an electrotechnical company, we analyze whether the assumption that, on the basis of structural mechanisms, specialists can integrate their knowledge without having to intensively learn from each other, also holds for radical innovations.
PROBLEM OF ORGANIZATIONAL LEARNING IN STRATEGIC ALLIANCES
The article deals with the problems of organizational learning in strategic alliances. The concept of alliances, their basic types as well as their growing importance in the modern business were presented. The main part of the text concentrates on organizational learning. Beside general deliberations on the concept of organizational learning, the process of learning in alliances and alliance networks were presented, too. The conclusion of the text is that in sectors driven by innovations, companies are involved in the "learning race", which means that knowledge management is becoming one of the key issues for the company. Alliances are particularly useful and functional tool to accomplish these tasks due to their unique character. Beside theoretical deliberations, some practical cases are also described. They include both high technology sectors as well as traditional branches like steel industry.
Organization Studies, 2013
Previous research has maintained that the capacity to manage alliances is a distinct capability, defined as the ability to identify, negotiate, manage, monitor and terminate collaborations. This paper focuses on an important but hitherto neglected aspect of alliance capability by investigating how partnering firms may learn how to better manage their dyadic R&D collaborations. In particular, we seek to test the Nonaka and Takeuchi (1995) model of dynamic knowledge creation by establishing a link between the facilitation of four knowledge conversion processes – socialization, externalization, combination and internalization – and an improved capability to manage inter-organizational R&D processes. We specify and extend the model by identifying and testing several critical interactions between these knowledge conversion processes. Relying on data from 105 R&D partnerships in the global telecommunications industry, we suggest that the failure to support one of these knowledge conversio...
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.
R and D Management, 1999
The importance of the automotive industry in the global economy is widely recognised. The sector has undergone enormous changes in order to prepare for the fierce competition of the 21st century. Among these transformations, the most relevant are those technologies developed for the rapid evolution of activities linked to new designs, new products, and new manufacturing processes and systems. Innovative Japanese carmakers have stimulated international performance comparisons in these activities. International technology alliances may be one way of gaining access to new competitive technologies. Risks and costs associated with new product development can be shared among the partners and more effective use can be made of manufacturing facilities and production capabilities. Sometimes, an alliance agreement may lead to the deployment of new capabilities. However, in spite of this potential, the literature presents the success rate of alliances at less than 50%. Our study considers two examples of companies that developed international joint ventures (IJVs): Rover with Honda, and Seat with Volkswagen. Since these two European peripheral companies, Rover and Seat, no longer remain as independent firms, we are interested in identifying the reasons leading to the success or failure of these IJVs as regards the New Product Development (NPD) process. In particular, in both cases the paper looks at the problems of the weaker partner becoming increasingly dependent on the other partner and the need for a well-defined strategy to benefit from IJVs.
Organisational learning as an antecedent of technology transfer and new product development
Journal of Manufacturing Technology Management, 2011
Purpose-The purpose of this paper is to examine the influence of organisational learning (comprising absorptive capacity, nature and type of alliances and learning environment) through strategic technology alliances on technology transfer and new product development. The paper is based on a larger research on alliances in the Malaysian manufacturing industry. Design/methodology/approach-The antecedents and outcomes of organisational learning were tested using structural equation modelling, based on data collected from 335 organisations through an online survey questionnaire. Findings-The findings depict that absorptive capacity, nature and type of alliances and learning environment significantly affect technology transfer in Malaysian manufacturers, but not necessarily new product development simultaneously. Nevertheless, the results establish technology transfer as an effective means for building innovative capabilities in developing new products. This is imperative for attaining Malaysia's current goal in improving the manufacturing industry and becoming an industrialised nation by the year 2020. Research limitations/implications-The findings advocate further deliberations for manufacturers in Malaysia in shaping their strategies and learning objectives when embarking on collaborative relations, as these can result in technological competencies and ultimately the capacity to develop new innovative products. Practical implications-The paper offers useful insights for manufacturers when forming technology alliances; and facilitate decisions by current practitioners in managing collaborations. The paper also informs Malaysian Government institutions in developing mechanisms, economic policy strategies and business support services for enhancing the economic and commercial viability of Malaysian manufacturing activities and products. Originality/value-The value of this paper lies in discerning the current capabilities and strategies of manufacturing firms in developing nations in order to remain competitive.