Knowledge Acquisition and Transfer in Strategic Alliances

2005 ◽  
pp. 97-113
Author(s):  
Andrew Inkpen
Keyword(s):  
Knowledge Acquisition ◽  
Strategic Alliances

Knowledge Accession and Knowledge Acquisition in Strategic Alliances: The Impact of Supplementary and Complementary Dimensions

2009 ◽  
Vol 20 (4) ◽  
pp. 598-609 ◽  
Author(s):  
Peter J. Buckley ◽  
Keith W. Glaister ◽  
Elko Klijn ◽  
Hui Tan
Keyword(s):  
Knowledge Acquisition ◽  
Strategic Alliances ◽  
The Impact

Dynamics in Strategic Alliances

2012 ◽  
Vol 5 (1) ◽  
pp. 74-86 ◽  
Author(s):  
Peter Otto
Keyword(s):  
Knowledge Acquisition ◽  
Strategic Alliances ◽  
Dynamic Theory ◽  
Learning Opportunities ◽  
Key Factors ◽  
Interorganizational Learning ◽  
Absorptive Capacities ◽  
Collaborative Strategies ◽  
Alliance Partners ◽  
Gain Access

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 to 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, the authors propose a simulation model to test different conditions influencing the outcome of an alliance. The results can improve our understanding of the key factors that influence the acquisition of knowledge in strategic alliances. The paper concludes with a discussion of guidelines to assess and manage the outcome of strategic alliances.

scholarly journals How knowledge acquisition creates a competitive edge? A qualitative inquiry from international consultancy alliance

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Shakeel Aslam ◽  
Imran Ali ◽  
Ahmad Qammar ◽  
Lea Kiwan ◽  
Amandeep Dhir
Keyword(s):  
Knowledge Acquisition ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Qualitative Inquiry ◽  
Local Market ◽  
Content Type ◽  
Study Approach ◽  
Competitive Edge ◽  
Chinese Firm ◽  
Alliance Partners

PurposeThe current study attempts to bridge the existing gap related to the role of knowledge acquisition from international alliance partners to improve competitiveness by examining the distinct processes of knowledge acquisition and the challenges confronted in this learning process in order to enhance local and international market performance.Design/methodology/approachFollowing case-study approach based on systematic combining, the study presents a case of knowledge acquisition and learning in the context of an international consultancy alliance between leading Pakistani and Chinese engineering firms using six in-depth interviews of key engineers to explore the dynamic mechanisms for knowledge acquisition and learning from the Chinese firm. Grounded analysis drawn upon the Straussian version of grounded theory (GT) {{Strauss, 1990 #136} Strauss, 1998 #139} is used for data analysis in this research.FindingsIt was found that the processes of explicit and implicit knowledge acquisition from Chinese firms are integrated consultancy working, social and technical adaptability and seeking confirmation about the work done and knowledge/theories and models used in work. However, these processes are quite complex, posing serious challenges for National Engineering Services, Pakistan to acquire the required knowledge, which can be addressed through partners' motivation to share and acquire knowledge, cultural intelligence and friendship and informal association. The study also found that the knowledge acquired from technologically advanced international organizations by the host partner in the international strategic alliance not only provides a competitive edge to the local host in its local market but also builds its capacity to undertake similar projects in other parts of the world, substantially enhancing its market success.Originality/valueAdding up to the current literature that focuses on knowledge acquisition in a parent-subsidiary relationship, the current research proposes a framework for knowledge acquisition in the unique context of international strategic alliances. The research provides managerial guidelines to manage knowledge acquisition for gaining a competitive edge that would be helpful for the managers in the era of growing interdependence among the organizations across the borders.

Alliance justice and relational performance: the mediating role of boundary spanners' citizenship behaviors

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xuan Bai ◽  
Julie Juan Li
Keyword(s):  
Distributive Justice ◽  
Procedural Justice ◽  
Knowledge Acquisition ◽  
Strategic Alliances ◽  
Structural Equation ◽  
Bootstrap Method ◽  
Equation Model ◽  
Boundary Spanners ◽  
Citizenship Behaviors ◽  
Content Type

PurposeThe purpose of this paper is to examine the types of justice that affect knowledge acquisition and opportunism in strategic alliances and how these justice mechanisms function.Design/methodology/approachData were collected from both top-level and operating-level boundary spanners in 295 strategic alliances in China (a total of 590 boundary spanners). A structural equation model (SEM) with bias-corrected bootstrap method was used to test the hypotheses.FindingsThe results show that although both procedural justice and distributive justice are important in deterring opportunism, procedural justice is more effective at enhancing knowledge acquisition than distributive justice is. The results also demonstrate that boundary spanners' helping behaviors are more effective at fostering knowledge acquisition, whereas boundary spanners' voice behaviors have more impact on mitigating opportunism. In addition, boundary spanners' citizenship behaviors partially mediate the relationship between justice and interfirm-level performance.Originality/valueThis study adds a boundary-spanning lens to justice literature by uncovering the missing link between justice and alliance outcomes.

scholarly journals Knowledge Acquisition in International Strategic Alliances: The Role of Knowledge Ambiguity

2019 ◽  
Vol 59 (3) ◽  
pp. 439-463 ◽  
Author(s):  
Mia Hsiao-Wen Ho ◽  
Pervez N. Ghauri ◽  
Mario Kafouros
Keyword(s):  
Knowledge Acquisition ◽  
Strategic Alliances ◽  
International Strategic Alliances
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