Purpose
The purpose of this paper is to analyze the issue of knowledge transfer in the context of international asymmetric alliances. The objective is mainly to identify the barriers that can impede the knowledge transfer between asymmetric partners and to analyze the solutions adopted to overcome these barriers.
Design/methodology/approach
The authors use a qualitative study involving six cases of asymmetric alliances between Tunisian small-and-medium enterprises (SMEs) and European multinational corporations (MNCs).
Findings
The results of this research highlight a set of obstacles related to the context of asymmetric alliance itself and the nature of knowledge transferred by partners. The study emphasizes the importance of translation using artefacts by both partners and proximity with its geographical, organizational and technological dimensions to overcome these obstacles.
Research limitations/implications
The investigation of knowledge transfer in asymmetric alliances was based on the role played by only three proximity dimensions (geographical, organizational and technological), while other factors, such as institutional, social and cultural issues, were not considered. Indeed, future research may take these variables into account in studying solutions to overcome knowledge-transfer barriers in asymmetric alliances.
Practical implications
The paper calls the attention of asymmetric alliance managers to the importance of translation to perform work processes, facilitate knowledge transfer and overcome linguistic barriers. Managers should use virtual artefacts to reduce the constraints resulting from their geographical remoteness and to strengthen cooperation. Further, reinforcing geographical, organizational and technological proximity between partners involved in an international alliance is essential to facilitate knowledge transfer, essentially of tacit knowledge, and to accelerate innovation.
Originality/value
This study emphasizes the importance of the simultaneous role of artefacts, translation and proximity in overcoming obstacles related to the asymmetric alliance itself and the nature of knowledge transferred by partners. The results shed light on the issue of knowledge generation in asymmetric alliances.
L’objectif de ce papier est d’analyser le rôle des artefacts dans la réduction des problèmes d’intercompréhension au sein des alliances asymétriques. En nous appuyant sur une étude qualitative fondée sur l’analyse de six cas d’alliances entre des PME tunisiennes et des multinationales européennes, nous mettons en évidence que des frontières d’ordre culturel, terminologique, linguistique, managérial, et géographique nuisent à la compréhension mutuelle entre les partenaires. Nos résultats font ressortir que la mise en place d’artefacts manuels et numériques au sein de ces alliances génère un double effet. D’une part, ces artefacts permettent aux partenaires des alliances asymétriques de prévenir d’éventuelles situations conflictuelles pouvant générer des problèmes. D’autre part, lorsqu’ils sont associés aux mécanismes de gestion des alliances stratégiques, ces outils contribuent à réduire significativement les difficultés d’intercompréhension et à résoudre les éventuels conflits rencontrés entre partenaires, permettant par là même de pérenniser leur relation.
Si la question des déterminants (le pourquoi) des conflits dans les alliances stratégiques internationales a été largement abordée dans la littérature dédiée au management stratégique, peu de recherches ont étudié leurs survenance, évolution et résolution (le comment). L’objectif de cet article est donc d’étudier les outils de gestion des conflits dans les alliances stratégiques internationales en distinguant deux approches : une approche proactive qui prévient l’émergence des conflits et une approche réactive qui permet de les résoudre. L’analyse de cinq cas d’alliances stratégiques internationales révèle la coexistence et la complémentarité des deux approches basées sur des mécanismes distincts avec d’une part des outils préventifs (contrat, communication, dispositifs d’adaptation culturelle) et d’autre part des mécanismes curatifs (renégociation, médiation, arbitrage). Ensemble, ces mécanismes permettent d’éviter des escalades des situations conflictuelles susceptibles de paralyser le fonctionnement de l’alliance ou d’aboutir à son échec.
Implementing management innovation (MI) is a great challenge for international joint ventures (IJVs), specifically for those between multinational enterprises (MNEs) and local firms. Different multilevel factors have been shown in the international business literature to play a role in MI implementation within IJVs. In this paper, we add to this literature by showing that these factors do not act in isolation and that their interplay must be considered. To this aim, we draw on qualitative data from 35 CEOs and TMT members of five IJVs between European MNEs and Tunisian local firms. Overall, our study reveals that depending on the type of IJV, the multilevel factors playing a role in the implementation of MI are different.
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