scholarly journals Inter‐Firm Knowledge Transfer between Strategic Alliance Partners: A Way Forward

2021 ◽  
Author(s):  
Qile He ◽  
Abby Ghobadian ◽  
David Gallear
Keyword(s):  
Knowledge Transfer ◽  
Strategic Alliance ◽  
Firm Knowledge ◽  
Alliance Partners

Learning and Knowledge Transfer in Strategic Alliances: A Social Exchange View

2005 ◽  
Vol 26 (3) ◽  
pp. 415-441 ◽  
Author(s):  
Senthil K. Muthusamy ◽  
Margaret A. White
Keyword(s):  
Knowledge Transfer ◽  
Social Exchange ◽  
Strategic Alliances ◽  
Social Exchange Theory ◽  
Strategic Alliance ◽  
Mutual Influence ◽  
Empirical Examination ◽  
Social Exchanges ◽  
Exchange Processes ◽  
Alliance Partners

Although social interactions and exchanges between partners are emphasized as imperative for alliance success, comprehensive examination of how social exchanges facilitate learning and knowledge transfer in strategic alliances is lacking. Drawing on social exchange theory, we examined the effects of social exchange processes between alliance partners on the extent of learning and knowledge transfer in a strategic alliance. An empirical examination of data collected from alliance managers of 144 strategic alliances revealed that social exchanges such as reciprocal commitment, trust, and mutual influence between partners are positively related to learning and knowledge transfer in strategic alliances.

What do firms from transition economies want from their strategic alliance partners?

2011 ◽  
Vol 54 (2) ◽  
pp. 163-174 ◽  
Author(s):  
Michael N. Young ◽  
David Ahlstrom ◽  
Garry D. Bruton ◽  
Yuri Rubanik
Keyword(s):  
Transition Economies ◽  
Strategic Alliance ◽  
Alliance Partners

Knowledge transfer in Hero Motor Corp Ltd.

2014 ◽  
Vol 13 (6) ◽  
pp. 260-263
Author(s):  
Geeta Rana ◽  
Alok Kumar Goel ◽  
Ajay Kumar Saini
Keyword(s):  
Knowledge Transfer ◽  
Strategic Alliances ◽  
Strategic Alliance ◽  
Influencing Factor ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Wide Range ◽  
The Us ◽  
Cross Country

Purpose – This paper aims to examine the issues of knowledge transfer in international strategic alliance within Hero Moto Corp. Ltd., an Indian multinational company. International Strategic alliances have been increasing in numbers in the past decades and transfer of knowledge and its transfer in multinational companies is wider debate. The case explores the complex issues involved in cross-organization and cross-country transfer of knowledge. The company has forged a strategic alliance with the US-based Erik Buell Racing for accessing technology and design inputs. Design/methodology/approach – It presents a structured case study that examines a wide range of knowledge transfer issues of international strategic alliance. Findings – It reveals that a major influencing factor is the national culture of the parents and that of the host country which provides the context with in which alliances are operate. It is also explored the ways in which the multi-parentage of strategic alliances influences their Human Resource Management (HRM) policies and practices. Originality/value – It provides plenty of useful information on an issue that affects virtually every employee and organization.

Resource and Risk Management in the Strategic Alliance Making Process

1998 ◽  
Vol 24 (1) ◽  
pp. 21-42 ◽  
Author(s):  
T. K. Das ◽  
Bing-Sheng Teng
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Interactive Effects ◽  
Future Research ◽  
Research Directions ◽  
Managerial Implications ◽  
Future Research Directions ◽  
Alliance Partners ◽  
And Performance ◽  
Relational Risk

Resource-based and risk-based views of strategic alliances have not been adequately reflected in the literature. This paper identifies four types of critical resources that the partners bring to an alliance: financial, technological, physical, and managerial resource. It also suggests two basic types of risk in strategic alliances: relational risk and performance risk. The alliance making process is examined in terms of the interactive effects of resource and risk on the orientations and objectives of the prospective alliance partners. Managerial implications are discussed and future research directions indicated in the form of propositions for empirical testing.

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