scholarly journals The Role of Strategic Alliances in Inter-organizational Learning in International Business

2021 ◽  
pp. 133-153
Author(s):  
Klavidj Logožar ◽  
Keyword(s):  
Organizational Learning ◽  
Strategic Alliances ◽  
Global Economy ◽  
Knowledge Integration ◽  
Market Growth ◽  
International Firms ◽  
Knowledge Based ◽  
International Strategic Alliances ◽  
Alliance Partners ◽  
Knowledge Intensive

The paper studies strategic alliances and their role in inter-organizational learning in international firms. The importance of strategic alliances in global economy has increased. Strategic drivers for interfirm cooperation between alliance partners are market growth, cost reduction, reducing risk, and access to knowledge. The author focuses on inter-organizational interaction among alliance partners, which is motivated by the desire to gain access to new knowledge and transfer existing knowledge between partners. Alliances are a powerful means of enhancing organizational learning and knowledge-based capability. The challenges of integrating knowledge intensive activities in international strategic alliances are also discussed. Integrating those activities between international firms is more difficult due to alliance partners’ differences in national, organizational, and professional culture. International strategic alliances are critically important to firm success by facilitating knowledge integration.

Knowledge Integration through Strategic Alliances and Virtual Networks

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.

The Globalization of Knowledge-Based Services: Engineering Consulting in Spain, 1953–1975

2014 ◽  
Vol 88 (4) ◽  
pp. 681-707 ◽  
Author(s):  
Adoración Álvaro-Moya
Keyword(s):  
Strategic Alliances ◽  
Global Economy ◽  
The United States ◽  
International Markets ◽  
Organizational Capabilities ◽  
Military Aid ◽  
Knowledge Based ◽  
Engineering Consulting ◽  
In The Beginning ◽  
The Cold War

This article explores the globalization of knowledge-based services and their impact on host-country firms’ organizational capabilities. Two drivers of such globalization—foreign aid and foreign direct investment coming from the United States—contributed to the development of engineering consulting in Spain in the beginning of the new global economy. The largest Spanish engineering firms have been able to integrate imported knowledge into their own organizational capabilities, enabling them to compete successfully in international markets. This imported knowledge was disseminated in two ways: through private companies, via affiliates and strategic alliances between locals and foreigners; and through the technical and military aid the U.S. government provided during the Cold War.

scholarly journals Knowledge Economy and Turkey In Terms Of Innovation and Education

2015 ◽  
Author(s):  
Burcu Sakız ◽  
Semih Sakız
Keyword(s):  
Information And Communication Technologies ◽  
Knowledge Economy ◽  
Global Economy ◽  
Information Technologies ◽  
Business Models ◽  
Developed Countries ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Information And Communication ◽  
Knowledge Intensive

Communication and information technologies have started to emerge since the 40s resulting major changes in the way business has been conducted and effected global economy. Transitions to knowledge-intensive business models become popular since late 1950s. Additionally intellectual capabilities become more important than physical inputs. Having sufficient national production and technology to create a welfare society similar to developed countries is crucial for any modern nation. One of the main developmental leverages for the globalization becomes the knowledge based economic approach. Developed by World Bank “Knowledge Assessment Methodology” is very important methodology in order to measure the progress of countries towards having a knowledge based economy. World Bank's four Knowledge Economy pillars: economic and institutional regime, education, innovation, and Information and Communication Technologies (ICTs) developed for countries to make basic assessment of countries’ readiness for the knowledge economy and help them the transition to a Knowledge Economy. In this study, knowledge economy concept and its properties are presented. Furthermore this paper introduces the analysis of knowledge economy from Turkey’s perspective especially for the role of innovation and education pillars in the development of Turkey.

scholarly journals Advantages and pitfalls of South Africa-Angola strategic alliances

2010 ◽  
Vol 10 (1) ◽  
Author(s):  
A. J. Vogel ◽  
G. B.L. Pires da Cunha
Keyword(s):  
South Africa ◽  
South African ◽  
Strategic Alliances ◽  
Multinational Enterprises ◽  
Mode Selection ◽  
Developed Countries ◽  
Mode Of Entry ◽  
International Strategic Alliances ◽  
Research Findings ◽  
Alliance Partners

Purpose: Owing to a shortage of South African research focusing on international strategic alliances, this study aimed to determine whether the advantages and pitfalls of international strategic alliances referred to in international business publications are also applicable to South African international strategic alliances. Design/Methodology/Approach: This was a formal, empirical study that targeted the 163 South African enterprises which were members of the South African-Angolan Chamber of Commerce in 2005 and 2006. Findings: The results identified joint ventures as the most prominent mode of entry when expanding into developing countries and, with few exceptions, the findings support the advantages and pitfalls of international strategic alliances identified in other international publications. Value of the research: A great deal of international management research over the years has been focused on the importance of strategic alliances as a mode of entry, as well as on the pitfalls experienced by alliance partners, particularly in developed countries. However, the lack of such research in Africa in general and South Africa in particular means that South African enterprises must base their entry mode selection on non-South African research findings, and although this sample size was small, the lack of other Africa-specific research makes this research significant. Implications: With South Africa being the largest source of FDI into the rest of Africa, the findings of this paper show that South African enterprises can attain the advantages associated with international strategic alliances when using this mode of entry into Africa. In terms of pitfalls, the findings highlight the need for multinational enterprises to pay specific attention to the role of governments when forming strategic alliances.

scholarly journals Trust and the governance of international strategic alliances

2006 ◽  
Vol 3 (4) ◽  
pp. 202-218
Author(s):  
Steven Globerman ◽  
Bo Bernhard Nielsen
Keyword(s):  
Host Country ◽  
Strategic Alliances ◽  
Strong Relationship ◽  
Primary Data ◽  
Empirical Estimation ◽  
Governance Mode ◽  
Environmental Attributes ◽  
Governance Form ◽  
International Strategic Alliances ◽  
Alliance Partners

The aim of this study is to deepen our understanding of the choice of governance mode in international strategic alliances (ISAs) by examining the relationships between opportunism, trust and equity versus on-equity-based governance of ISAs. Previous studies provide ambiguous results regarding the linkages between opportunism, trust and governance form. To resolve this ambiguity, we identify the separate influences of the relational attributes of the partners, host country macro environmental attributes and characteristics of ISA transactional activities on governance choice in ISAs. Empirical estimation using primary data on international strategic alliances involving Danish firms indicate a particularly strong relationship between attributes of alliance partners and ISA governance mode. Specifically, trustworthiness appears to be a substitute for administrative control. In addition, we find attributes of “host country «governance to be relevant to the choice of ISA governance mode, although relational attributes seem far more important

scholarly journals Strategic Alliances in Knowledge-Intensive Industries: An Integrated View

2018 ◽  
Vol 25 (2) ◽  
pp. 10
Author(s):  
Yongliang Stanley Han ◽  
Xiang Liu
Keyword(s):  
Transaction Cost ◽  
Strategic Alliances ◽  
Pharmaceutical Companies ◽  
Biopharmaceutical Industry ◽  
Biotechnology Firms ◽  
Knowledge Based ◽  
Knowledge Intensive

In this study, we examine strategic alliances between large pharmaceutical companies (LPCs) and new biotechnology firms (NBFs) in the knowledge-intensive biopharmaceutical industry in the light of two explanations for the motives behind R&D alliances, namely, the transaction cost explanation and the learning with flexibility explanation. We develop a series of propositions based on an integrated view of the motives behind strategic alliances in knowledge-based industries.

Knowledge Integration Through Inter-Organizational Virtual Organizations

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.

Knowledge Integration Through Inter-Organizational Virtual Organizations

2009 ◽  
pp. 61-72
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.

Knowledge Integration Through Inter-Organizational Virtual Organizations

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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