Sharing Knowledge in Strategic Alliances to Build Collaborative Advantage (original) (raw)
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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.
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.
The role of knowledge governance in strategic alliances
International Journal of Strategic Change Management, 2010
Given that research on strategic collaboration between firms, as well as knowledge management, has received increasing attention in the research literature, it is surprising that few attempts have been made to link knowledge management processes to the effective management of strategic alliances. The vast majority of studies on strategic alliance governance neglect to address the interrelated knowledge management processes involved in collaboration and focus on the firm-level characteristics rather than the underpinning, micro-level coordinating mechanisms. This paper develops a conceptual model for exploring the role played by knowledge in the process of strategic alliance development. Building on the emerging knowledge governance approach, the model focuses on the dynamic interaction among process variables in an attempt to examine the coordinating mechanisms through which interfirm knowledge processes are managed. and Globalization, CBS, and 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 countrylevel 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...
Identifying and Classifying the Determinant Factors of Knowledge Transfer in Strategic Alliances
… for the Global Future, 2006. PICMET …, 2006
Knowledge-based activities are the basis of sustainable competitive advantage in today's economy. Resource-and knowledge-based authors claim that firms should focus on the creation and accumulation of knowledge-based competencies in order to yield long-term survival. Several authors have emphasized the value addition of alliance relationships in the knowledge development and learning processes of organizations. Over the past decades, thanks to the opportunities provided by the inter-firm co-operations for knowledge transfer, knowledge access and learning, strategic alliances have become one of the most useful organizational form for creating new knowledge in technology, product and market development. This paper aims to identify and classify factors affecting knowledge transfer in strategic alliances. First, knowledge-related issues in strategic alliance literature are reviewed. Second, the importance of recognizing factors affecting knowledge transfer through strategic alliances is considered. Finally, the paper suggests a classification of factors that should be considered by alliance managers and all professionals involved in policy making, planning and executing inter-firm alliances. Four categories are distinguished: the characteristics of knowledge, the factors related to absorptive capacity, the reciprocal behavior of the partners, and finally, the nature and form of alliance activity.
The role of knowledge embeddedness in the creation of synergies in strategic alliances
Journal of Business Research, 2005
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.
Journal of Engineering and Technology Management, 2006
Effectively managing existing tacit knowledge stocks and transferring knowledge between partners contributes to firm capabilities that allow them to differentiate their goods and services from those of their competitors. Because it also helps them to provide greater value to customers, it contributes to the development of a competitive advantage. In highly competitive industries, firms need to focus on proactively managing their knowledge resources to ensure survival. However, the knowledge management process is at times complex especially because of the difficulty involved in conveying tacit knowledge. Due to its latent potential for enabling firms to achieve potential competitive advantage, how firms utilize and transfer stocks of tacit knowledge requires enhanced understanding. In specific, we explain how firms use relational capabilities to build relational capital with partners. In turn, relational capital facilitates the transfer of tacit knowledge between collaborating partners. We develop several propositions regarding the factors likely to influence the transfer of a firm's tacit knowledge resources in strategic alliances. The importance of social capital's relational dimension, relational capital, in this process is highlighted.
ABSTRACT This is a dataset related to several articles about knowledge sharing alliances that can be used to transfer or generate knowledge through alliance formations. The document overviews seminal and recent works, without the use of foundation works, related to the topic of operational structures for conducting productive knowledge sharing alliances. Future research is recommended relating to the effects of the eternal organization absent of a direct or indirect relation to the focal firm. Furthermore, some research is suggested relating to the planning of information for an information sharing alliance partnership. This can be related to securities, risk management, general boundaries for emmersive information verses absorptive information, and innovative practices. Other topics are also important to the information planning focus. INTERNAL KNOWLEDGE SHARING BEST PRACTICES Annotated Bibliography of Internal Knowledge Sharing Research for Managing Alliance Sharing Practices. Available from: https://www.researchgate.net/publication/274138197\_INTERNAL\_KNOWLEDGE\_SHARING\_BEST\_PRACTICES\_Annotated\_Bibliography\_of\_Internal\_Knowledge\_Sharing\_Research\_for\_Managing\_Alliance\_Sharing\_Practices [accessed Mar 28, 2015].