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 Collaborative Entrepreneurship for Continuous Innovation: A Strategic Alliance Perspective

2020 ◽  
Author(s):  
Ribin Seo
Keyword(s):  
Strategic Alliances ◽  
Strategic Alliance ◽  
Integrative Approach ◽  
Interorganizational Learning ◽  
Dynamic Interactions ◽  
Resource Pooling ◽  
Collaborative Advantage ◽  
Continuous Innovation ◽  
Alliance Partners ◽  
Collaborative Entrepreneurship

Strategic alliances act as a platform to implement collaborative entrepreneurship while exposing a range of challenges. By capitalizing on entrepreneurial opportunities for continuous innovation, alliance partners can promote the productive utilization of resource-pooling systems and facilitate innovation processes for value co-creation. Simultaneously, the heterogeneity of partners in terms of different motivations and interests interferes with the advancement of collaborative entrepreneurship for resource exchange and orchestration. The objective of this paper is thus to explore how to deal with the potential coordination issues that can make an alliance vulnerable and its returns diminished through a preliminary integrative approach to the interface between collaborative entrepreneurship and strategic alliances. From this approach, three elements that can contribute to leverage values of collaborative entrepreneurship for continuous innovation are identified: social capital, entrepreneurial orientation, and interorganizational learning. Based on the discussion about the functions of each element in the context of alliance partners’ dynamic interactions, a model of analysis on collaborative entrepreneurship for continuous innovation is proposed. Hence, this chapter contributes to a better understanding of how firms can enact collaborative entrepreneurship productively to gain greater benefit from the alliance configuration for collaborative advantage.

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.

Organizational learning and knowledge acquisition

2019 ◽  
pp. 312-344
Author(s):  
John Child ◽  
David Faulkner ◽  
Stephen Tallman ◽  
Linda Hsieh
Keyword(s):  
Organizational Learning ◽  
Knowledge Acquisition ◽  
Joint Ventures ◽  
Learning Processes ◽  
International Joint Ventures ◽  
Barriers To Learning ◽  
Potential Barriers ◽  
New Knowledge ◽  
International Joint ◽  
Alliance Partners

Chapter 14 recognizes that many alliances are established in order to enhance a company’s knowledge or capacity to generate new knowledge through learning. It identifies different forms of learning in and through alliances. Alliance partners’ motives toward learning are extremely significant, and the chapter distinguishes between alliances in which partners seek to learn collaboratively for their mutual benefit from other alliances in which learning becomes competitive and potentially exploitative. Effective organizational learning through alliances requires several conditions to be in place and the presence or otherwise of these conditions gives rise to a range of learning processes identified by research on international joint ventures. The closing sections of this chapter turn to the process whereby alliance learning can be facilitated. They identify the potential barriers to learning in alliances, and how the process might be managed constructively.

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.

scholarly journals The Nature of Teacher Learning in Collaborative Data Teams

2016 ◽  
Author(s):  
Robert Michaud
Keyword(s):  
Teacher Learning ◽  
Conceptual Models ◽  
Empirical Studies ◽  
Data Use ◽  
Educational Leaders ◽  
Learning Opportunities ◽  
Data Teams ◽  
Key Factors ◽  
Data Team ◽  
Effective Data Use

As data teams have grown in popularity in recent years, they have been increasingly looked to by educational researchers because of the tantalizing prospect of combining teachers’ on the job professional development with increased and effective data use to drive instruction. Data teams have been increasingly implemented within schools by educational leaders attempting to take advantage of what teachers learn from each other in the context of a data team. Many conceptual models of data team function have been proposed, but few empirical studies have examined how teachers learn from collaborating with each other in a data team. This paper explores the nature of teachers’ learning in data teams, uncovering key factors that impact the learning opportunities created by collaborating around student data.

Sign in / Sign up

Export Citation Format

Share Document