Chapter 10: Learning and Strategic Alliances Export

@article{citeulike:2997033, abstract = {Various researchers have suggested that an important explanatory factor for the growth in strategic alliances is that alliances provide a platform for organizational learning, giving firms access to the knowledge of their partners. The notion that alliances are a vehicle for learning is the basis for an important and cross-disciplinary stream of research. This chapter examines theoretical and empirical research in the alliance learning area. We have two central objectives. The first is to integrate a large body of research by examining the key research questions addressed. The second objective is to critically examine the existing research as the basis for establishing a research agenda. Although the alliance learning area has generated a substantial amount of research interest and spawned wide-ranging types of inquiry, many important and substantive managerial issues remain underexplored.}, author = {Inkpen, Andrew C. and Tsang, Eric W.}, citeulike-article-id = {2997033}, citeulike-linkout-0 = {http://dx.doi.org/10.1080/078559815}, comment = {This one is between 3 and 4 stars. It gives a good overview ot theoretical and empirical research in the alliance learning area. The authors have two central objectives. The first is to integrate a large body of research by examining the key research questions addressed. The second objective is to critically examine the existing research as the basis for establishing a research agenda.<br> Unfortunately for the alliance capabilities researchers, the article makes reference to this stream of alliance research only marginally.<br> The authirs identify four types of alliance learning: Learning about alliance management; Learning about an alliance partner; Learning with an alliance partner and Learning from an alliance partner. The aticle focusses on the fourth dimension.<br> The article proceeds taking in exam following dimensions of learning in alliances: the **learning context** (form, cross-border vs. domestic, knowledge characteristics), **Partner characteristics and their influence on learning** (learning partner, teaching partner), **Interpartner and Partner alliance relationship** (learning and bargaining power, alliance between competitors), **Alliance learning process* (how alliance learning and knowledge transfer actually happen over a longitudinal period -- there seems to be one empirical study only, Doz (1996) (examination of alliance evolutionary processes in alliances). <br> On the methodological side, the measurement of learning has been problematic in organizational research. Researchers have often used **performance measures** as proxies for learning. Good look at set of methodologies, with surveys being main tool. Alternatives: patent citation data, nature of learning oipportunity created, k floes (not empirically tested). Case studies --> process-related issues. <br> The authors indicate also future research agenda. On the alliance capabilities side: link to Hubert (2006) quote: "The organization design field is without elaboration of the multiple processes through which firms acquire knowledge from their environment or a field-research grounded set of design guidelines concerning organizational practices likely to result in timely and reliable knowledge acquisition via these processes. Also, quote p. 496: "This proposition about the relationship between learning and alliance performance challenges research in the alliance area dealing with concepts such as partner control, firm experience, and bargaining power. If firms can learn to be better partners, and in doing so learn about their partners, the result will be structured approaches to dealing with the inherent uncertainty and ambiguity that exists in most strategic alliances. Unfortunately, this proposition remains largely untested and the alliance field has not responded to Doz in a significant way."}, doi = {10.1080/078559815}, journal = {The Academy of Management Annals}, keywords = {4\_star, alliance\_learning, alliance\_theory, alliances}, pages = {479--511}, posted-at = {2008-07-13 13:41:18}, priority = {0}, publisher = {Routledge}, title = {Chapter 10: Learning and Strategic Alliances}, url = {http://dx.doi.org/10.1080/078559815}, volume = {1}, year = {2007} }

TY - JOUR ID - citeulike:2997033 L3 - citeulike-article-id:2997033 N2 - Various researchers have suggested that an important explanatory factor for the growth in strategic alliances is that alliances provide a platform for organizational learning, giving firms access to the knowledge of their partners. The notion that alliances are a vehicle for learning is the basis for an important and cross-disciplinary stream of research. This chapter examines theoretical and empirical research in the alliance learning area. We have two central objectives. The first is to integrate a large body of research by examining the key research questions addressed. The second objective is to critically examine the existing research as the basis for establishing a research agenda. Although the alliance learning area has generated a substantial amount of research interest and spawned wide-ranging types of inquiry, many important and substantive managerial issues remain underexplored. JF - The Academy of Management Annals EP - 511 TI - Chapter 10: Learning and Strategic Alliances PB - Routledge VL - 1 SP - 479 KW - 4_star KW - alliance_learning KW - alliance_theory KW - alliances N1 - This one is between 3 and 4 stars. It gives a good overview ot theoretical and empirical research in the alliance learning area. The authors have two central objectives. The first is to integrate a large body of research by examining the key research questions addressed. The second objective is to critically examine the existing research as the basis for establishing a research agenda.<br> Unfortunately for the alliance capabilities researchers, the article makes reference to this stream of alliance research only marginally.<br> The authirs identify four types of alliance learning: Learning about alliance management; Learning about an alliance partner; Learning with an alliance partner and Learning from an alliance partner. The aticle focusses on the fourth dimension.<br> The article proceeds taking in exam following dimensions of learning in alliances: the **learning context** (form, cross-border vs. domestic, knowledge characteristics), **Partner characteristics and their influence on learning** (learning partner, teaching partner), **Interpartner and Partner alliance relationship** (learning and bargaining power, alliance between competitors), **Alliance learning process* (how alliance learning and knowledge transfer actually happen over a longitudinal period -- there seems to be one empirical study only, Doz (1996) (examination of alliance evolutionary processes in alliances). <br> On the methodological side, the measurement of learning has been problematic in organizational research. Researchers have often used **performance measures** as proxies for learning. Good look at set of methodologies, with surveys being main tool. Alternatives: patent citation data, nature of learning oipportunity created, k floes (not empirically tested). Case studies --> process-related issues. <br> The authors indicate also future research agenda. On the alliance capabilities side: link to Hubert (2006) quote: "The organization design field is without elaboration of the multiple processes through which firms acquire knowledge from their environment or a field-research grounded set of design guidelines concerning organizational practices likely to result in timely and reliable knowledge acquisition via these processes. Also, quote p. 496: "This proposition about the relationship between learning and alliance performance challenges research in the alliance area dealing with concepts such as partner control, firm experience, and bargaining power. If firms can learn to be better partners, and in doing so learn about their partners, the result will be structured approaches to dealing with the inherent uncertainty and ambiguity that exists in most strategic alliances. Unfortunately, this proposition remains largely untested and the alliance field has not responded to Doz in a significant way." AU - Inkpen, Andrew AU - Tsang, Eric PY - 2007/// UR - http://dx.doi.org/10.1080/078559815 ER -