Knowledge Integration Through Inter-Organizational Virtual Organizations

Information Resources Management ◽

10.4018/978-1-61520-965-1.ch714 ◽

2010 ◽

pp. 2102-2113

Author(s):

Montserrat Boronat Navarro

Keyword(s):

Strategic Alliances ◽

Information Technologies ◽

Strategic Alliance ◽

Knowledge Integration ◽

Initial Approximation ◽

High Technology ◽

Virtual Organizations ◽

Knowledge Based ◽

Technology Industries ◽

High Technology Industries

In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to the strategic alliance, which in turn is beneficial for the integration of knowledge. In high technology industries, inter- organizational virtual organizations add further advantages to this option of knowledge integration through strategic alliances because of the importance of speed and flexibility. We put forward a series of propositions, following an initial approximation to this phenomenon through the combination of the strategic alliances, virtual organizations and the knowledge-based view literatures.

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Knowledge Integration Through Inter-Organizational Virtual Organizations

Global Business ◽

10.4018/978-1-60960-587-2.ch212 ◽

2011 ◽

pp. 434-445

Author(s):

Montserrat Boronat Navarro

Keyword(s):

Strategic Alliances ◽

Information Technologies ◽

Strategic Alliance ◽

Knowledge Integration ◽

Initial Approximation ◽

High Technology ◽

Virtual Organizations ◽

Knowledge Based ◽

Technology Industries ◽

High Technology Industries

In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to the strategic alliance, which in turn is beneficial for the integration of knowledge. In high technology industries, inter- organizational virtual organizations add further advantages to this option of knowledge integration through strategic alliances because of the importance of speed and flexibility. We put forward a series of propositions, following an initial approximation to this phenomenon through the combination of the strategic alliances, virtual organizations and the knowledge-based view literatures.

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Knowledge Integration through Strategic Alliances and Virtual Networks

Encyclopedia of Knowledge Management, Second Edition ◽

10.4018/978-1-59904-931-1.ch057 ◽

2011 ◽

pp. 591-600

Author(s):

César Camisón ◽

Beatriz Forés ◽

María Eugenia Fabra

Keyword(s):

Strategic Alliances ◽

Information Technologies ◽

Knowledge Integration ◽

Virtual Network ◽

High Tech ◽

Second Phase ◽

Virtual Networks ◽

Knowledge Based ◽

Sources Of Knowledge ◽

Cooperative Agreements

According to the Knowledge-Based View, knowledge integration is one of the main capabilities that organizations must possess in today’s markets. In some high-tech industries, especially sciencebased industries such as biotechnology that need to integrate different bases of specialized expertise, the sources of knowledge are spread across a great variety of organizations. Strategic alliances are an option that may solve problems of speed or cost in these cases. Hence, in this chapter we identify advantages that inter-organizational cooperative agreements may have in the creation of knowledge, with a special emphasis on the case of strategic alliances in which the main aim is the joint creation of knowledge between partners and not simply the appropriation of this knowledge by one of the members of the agreement. In a second phase, we argue that virtual networks add more advantages to this type of alliance because of their special features. We define the virtual network as a strategic, temporary agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to strategic alliances. We identify a virtual network typology by analyzing their properties and their value for the integration of knowledge.

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Leveraging IT and Business Network by a Small Medical Practice

Cases on Information Technology Series - Annals of Cases on Information Technology ◽

10.4018/978-1-93070-840-2.ch035 ◽

2011 ◽

pp. 513-525

Author(s):

Simpson Poon ◽

Daniel May

Keyword(s):

Competitive Advantage ◽

Medical Practice ◽

Strategic Alliances ◽

Small Businesses ◽

Information Technologies ◽

Strategic Alliance ◽

Medical Information ◽

Medical Knowledge ◽

Financial Investment ◽

Knowledge Based

Although many medical information technologies require significant financial investment and are often out of reach of small medical practices, it is possible through careful alignment of IT and customer strategy, together with a network of strategic alliances to exploit IT effectively. In this case we present a small cardiology consultancy that has engaged in strategic planning in its attempt to leverage IT expertise to attain competitive advantage. We propose that through a network of alliances, a relatively small medical enterprise can benefit from its limited IT investment. The case study indicates the importance of a team of champions with both IT and medical knowledge and the notion of mutual benefit. We also discuss some of the issues faced by all participants in this alliance relationship. The objectives of this case are to provide readers the opportunity to: 1. Discuss how a small medical practice can leverage skills, expertise and opportunities within a strategic alliance to enhance its competitive advantage without heavy up-front financial investments. 2. Explore how small businesses in the professional and knowledge-based industry can gain strategic advantage through IT. 3. Understand the pros and cons of strategic alliances and potential issues related to building trust, consolidating relationships among members and risk management of such alliances on an ongoing basis. 4. Think about the plausibility of business transformation by moving from one industry (specialised cardiology services) to another (medical informatics).

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Some Antecedents of Global Strategic Alliance Formation

Journal of International Marketing ◽

10.1177/1069031x9700500104 ◽

1997 ◽

Vol 5 (1) ◽

pp. 31-50 ◽

Cited By ~ 19

Author(s):

Sanjit Sengupta ◽

Monica Perry

Keyword(s):

Strategic Alliances ◽

Value Chain ◽

Joint Ventures ◽

Strategic Alliance ◽

Unique Contribution ◽

Alliance Formation ◽

Cultural Similarity ◽

Technological Intensity ◽

Technology Industries ◽

High Technology Industries

This article investigates equity joint ventures and contracts as alternative cooperative alliance forms in global, high-technology industries. An analysis of 476 strategic alliances finds that equity joint ventures are preferred to contracts when cultural differences between partner firms are greater, and when alliances involve upstream rather than downstream value chain activities. Contrarily, the data show that contracts are preferred to equity joint ventures in cross-industry alliances, and when the technological intensity of the industry sector of cooperation is higher. While the study reinforces earlier findings on cultural similarity, R&D alliances, and technological intensity, the results on industry origin are a unique contribution to the literature. Possible explanations for these results and their implications for research and managerial practice are discussed.

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