Leveraging Knowledge Management across Strategic Alliances

Sasson, Lisa

doi:10.1093/0195165128.003.0011

Cited by 32 publications

(31 citation statements)

References 1 publication

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“…An atmosphere of trust allows cooperation to take place more easily and attempts to provide better solutions to problems that appear suddenly. The existence of trust between partners reduces the need to strictly supervise the cooperation and cuts down the agreement re-negotiation period (Parise & Sasson, 2002). It also curtails uncertainty in partner behaviour and eliminates the disadvantages of cooperation (Hoffmann & Schaper-Rinkel, 2001).…”

Section: Partner Trustmentioning

confidence: 99%

Cooperative learning in creating and managing joint ventures

Benavides‐Espinosa

Soriano

2014

Journal of Business Research

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The purpose of this research is to analyze how and when a joint venture is a suitable alternative in cooperation learning. Not all forms of cooperation enable this type of learning in the same way. This study analyzes how a joint venture is a way of cooperating that facilitates initial learning in the cooperation process and to what extent interorganisational factors such as commitment, trust, control and conflict resolution have an effect on the partners involved.This study surveys a sample of 74 international joint ventures. The results provide empirical evidence on how commitment is a relevant and necessary variable, although this type of cooperation alone is not enough for partners to learn how to cooperate.

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Section: Partner Trustmentioning

confidence: 99%

Cooperative learning in creating and managing joint ventures

Benavides‐Espinosa

Soriano

2014

Journal of Business Research

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“…Experience may be built up through hands-on management of multiple relationships, participating in alliance communities, and having received alliance training and education (Parise and Sasson, 2002). For example, communities of practice enhance managers' intellectual capital, which they can leverage.…”

Section: Response Strategy Antecedentsmentioning

confidence: 99%

A Model of Response Strategies in Strategic Alliances: A PLS Analysis of a Circumplex Structure

Furrer¹,

Tjemkes

Henseler³

2012

Long Range Planning

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The few studies investigating partners' response behavior in strategic alliances often fail to provide empirical support for a large proportion of the relationships they hypothesized. This discrepancy between theory and empirical findings could be attributed to a misconceptualization of response strategies as independent from each other. Indeed, response strategies could be better conceptualized as a circumplex structure rather than as discrete responses. Whereas the circumplex structure of response strategies has been empirically established, it has not yet been taken into account when detecting the effects of potential antecedents on response strategies. A model that accounts for the circumplex structure thus should exhibit superior explanatory power by reducing Type II error. PLS path modeling is particularly suited to substantiate the superiority of such a model, however PLS path modeling as implemented in extant software is not equipped to estimate circumplex structures. Therefore, the objective of the present study is twofold. First, we extend PLS path modeling so that it can handle circumplex structures. Second, building on a circumplex structure of response strategies, we develop and test a model of alliance partners' response strategies and key antecedents. The results of a survey of alliance managers corroborate our expectations and demonstrate that non-significant antecedents become significant when accounting for the circumplex structure. This study thus advances PLS path modeling and contributes to a better understanding of managers' complex decision-making processes in strategic alliances.

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“…At a more general level, our portfolio perspective on knowledge inflows aligns with recent interest among scholars and practitioners, who increasingly note that partnership portfolios represent an important level of analysis, above and beyond individual partnerships (Bamford & Ernst, 2002;Gulati, 2007;Hoffmann, 2007;Lavie, 2007;Mahnke, Overby, & Nielsen, 2006;Munson & Spivey, 2006;Parise & Sasson, 2002;Wassmer, 2010;Wassmer, Dussauge, & Planellas, 2010). Like internal project portfolios, external partnership portfolios exhibit aggregate compositional properties with crucial implications for understanding firm behavior and performance.…”

Section: Discussionmentioning

confidence: 58%

R&D partnership portfolios and the inflow of technological knowledge

Frankort¹,

Hagedoorn²,

Letterie³

2011

Industrial and Corporate Change

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This is the unspecified version of the paper.This version of the publication may differ from the final published version. we show that the size of a firm's R&D partnership portfolio and its share of novel partners both have an inverted U-shaped effect on the inflow of technological knowledge from the firm's R&D partners. We also show how these direct effects vary as a function of the level of technological uncertainty within the portfolio. Permanent repository link3

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Leveraging Knowledge Management across Strategic Alliances

Cited by 32 publications

References 1 publication

Cooperative learning in creating and managing joint ventures

Cooperative learning in creating and managing joint ventures

A Model of Response Strategies in Strategic Alliances: A PLS Analysis of a Circumplex Structure

R&D partnership portfolios and the inflow of technological knowledge

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