Learning to Succeed: What European Firms Can Learn from Japanese Approaches to Strategic Alliances

Teramoto, Yoshiya; Richter, Frank-Jürgen; Iwasaki, Naoto

doi:10.1111/j.1467-8691.1993.tb00082.x

Cited by 15 publications

(9 citation statements)

References 3 publications

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“…A loss of knowledge by one partner via asymmetrical learning may result in the creation of a new or stronger competitor. Various studies have considered the unintended loss of knowledge by Western firms in technology sharing alliances with Japanese firms (e.g., Pucik, 1988;Reich & Mankin, 1986;Teramoto, Richter, & Iwasaki, 1993). Other research has considered the dangers of outsourcing and manufacturing-based alliances in leading to knowledge appropriation (Bettis, Bradley, & Hamel, 1992;Lei & Slocum, 1992).…”

Section: The Other Side Of Learning: Protecting Knowledgementioning

confidence: 98%

10 Learning and Strategic Alliances

Inkpen

Tsang

2007

The Academy of Management Annals

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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.

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Section: The Other Side Of Learning: Protecting Knowledgementioning

confidence: 98%

10 Learning and Strategic Alliances

Inkpen

Tsang

2007

The Academy of Management Annals

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“…In discussing the potential that multinational corporations have for learning from their diverse operations, Ghoshal (1987: 432) points out that to exploit this potential, 'the organization must consider learning as an explicit objective, and must create mechanisms and systems for such learning to take place'. The outcome of many Japan-West alliances is perceived to be detrimental to Western firms and beneficial to their Japanese partners partly due to the latter's clear intent to acquire specific competencies from the former and the former's lack of such intent (Hamel et al, 1989;Reich and Mankin, 1986;Teramoto, Richter, and Iwasaki, 1993). The deployment of suitable human and supporting resources essential to knowledge acquisition is contingent upon the actual commitment of senior management to the learning agenda.…”

Section: Resource Allocationmentioning

confidence: 99%

Acquiring knowledge by foreign partners from international joint ventures in a transition economy: learning‐by‐doing and learning myopia

Tsang

2002

Strategic Management Journal

430

329

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This paper proposes and tests a model of how firms acquire knowledge from their international joint venturing experience. Based on survey responses from 73 Singapore and 89 Hong Kong firms with respect to their joint ventures set up in China, the results indicate that both overseeing effort and management involvement are significant channels of knowledge acquisition. The former channel is more important for firms with a great deal of operational experience in China and for parents of older joint ventures. This finding indicates that firms improve their skills of knowledge acquisition through learning-by-doing. Moreover, the strategic importance of the venture concerned, instead of the learning intent of the parent, is the driving force behind the allocation of resources to the two channels. This implies that firms mainly learn through managing their key joint ventures. Since a venture that provides novel and fruitful learning experience may not, and need not, be an operation of great strategic importance, this finding suggests the existence of learning myopia.

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“…Learning within cross-cultural dimensions was examined in Teramoto, Richter & Iwasaki, (1993). Power accrues to firms with a greater capacity to enhance learning systematically.…”

Section: Leadership Learning and Knowledge Systemsmentioning

confidence: 99%

Creative Leaders: A Decade of Contributions from Creativity and Innovation Management Journal

Rickards

Moger

2006

Creativity & Inn Man

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Articles published in Creativity and Innovation Management volumes 1-9 (1991-2000) have been examined for their contributions to understanding of leadership as a process contributing to creativity and innovation. The study reveals nine overlapping themes, within each of which leadership plays a part in the production of creative insights or innovative productivity. However, for many authors, leadership remains an implicit factor within their models of change. We suggest that leadership, creativity and innovation are knowledge systems which can be more closely integrated for improved theory and practice within communities of practice.

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Learning to Succeed: What European Firms Can Learn from Japanese Approaches to Strategic Alliances

Cited by 15 publications

References 3 publications

10 Learning and Strategic Alliances

10 Learning and Strategic Alliances

Acquiring knowledge by foreign partners from international joint ventures in a transition economy: learning‐by‐doing and learning myopia

Creative Leaders: A Decade of Contributions from Creativity and Innovation Management Journal

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