Strategic alliances and knowledge sharing: synergies or silos?

Connell, Julia; Voola, Ranjit

doi:10.1108/13673270710752108

Cited by 30 publications

(36 citation statements)

References 46 publications

(47 reference statements)

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“…Although in the case of Dubai there are the obvious freezone benefits, which were considered to be a major source of competitive advantage, some firms were considering moving to another freezone with cheaper accommodationparticularly if they were not experiencing the knowledge-intensive interactions within the 'positive social atmosphere' identified by Persson et al that lead to knowledge sharing and the desired collaborative innovation they desired with the other firms located in the cluster. The importance of knowledge sharing within industry clusters has been discussed by many researchers (Connell and Voola, 2007;Niu, 2010;Tallman et al, 2004). It is suggested that it is now time for the clusters/cluster managers and facilitators themselves to share knowledge in order to place emphasis on this role and it's importance.…”

Section: Innovation In the Cluster Firmsmentioning

confidence: 99%

Industry clusters: an antidote for knowledge sharing and collaborative innovation?

Connell

Kriz²,

Thorpe³

2014

Journal of Knowledge Management

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Purpose – This paper seeks to focus on industry clusters and a rationale for why they may be considered an antidote for stimulating knowledge sharing and collaborative innovation. Design/methodology/approach – Community based participatory research was undertaken using case studies and interviews within four industry clusters based in two countries – Australia and Dubai. Findings were ranked according to a knowledge sharing relational framework. Findings – Industry clusters can play a key role in growing both established and new areas of economic development. Member firm collaboration, knowledge sharing and innovation can result in positive outcomes if the cluster is managed and facilitated appropriately and knowledge sharing is nurtured. Research limitations/implications – The paper examines top-down, hybrid and bottom-up clustering from a variety of sectors as a way of understanding knowledge sharing and innovation exchange. However, given this research comprised case studies, it is recommended that broader, more internationally generalizable research is conducted that includes cluster firms within a range of sectors. Practical implications – The stimulation of opportunities for collaboration and innovation are mandatory for firms and regions to move forward. Irrespective of the uncertainty of the outcome, cluster managers/facilitators need to ensure that they provide regular opportunities for cluster firms facilitators/managers and representatives to network and generate new ideas. Originality/value – The role of cluster managers/facilitators in supporting knowledge sharing processes has been largely overlooked to date. Agglomeration needs both visible and invisible hands to stimulate knowledge sharing and exchange.

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Section: Innovation In the Cluster Firmsmentioning

confidence: 99%

Industry clusters: an antidote for knowledge sharing and collaborative innovation?

Connell

Kriz²,

Thorpe³

2014

Journal of Knowledge Management

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“…Any inter-organizational collaboration effort is also based on reputation and trust (Arino et al, 2001), which encourages information sharing and inter-partner learning (Luo, 2002;Griffin, 2002;Rayner, 2003;Neef, 2003;Connell & Voola, 2007).…”

Section: Reputational Risk Is Network-widementioning

confidence: 99%

“…Networks have been defined as 'knowledge communities' (Connell & Voola, 2007) where creating, capturing, and transferring knowledge-based sources with customers, employees and suppliers may facilitate concerted action, effective management of relationships and improved performance. Information sharing (and trust) may be positively related to the frequency of interaction or closeness of ties (Ghoshal, Korine & Szulanski, 1994) revealing tie strength and the extent of long-term relationships (Hansen, 2002;Reagans & McEvily, 2003).…”

Section: P1mentioning

confidence: 99%

Exploiting knowledge across networks through reputation management

Christopher

Gaudenzi

2009

Industrial Marketing Management

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The emerging paradigm of network competition is increasingly in evidence across many industrial sectors and provides further support for the idea that 'supply chains compete, not companies'. It can be argued that network competition requires a much greater focus on managing the interfaces that connect the individual players in that network and exchanging and leveraging knowledge across the network. This paper sets out to establish a framework whereby the critical interfaces and the knowledge sharing benefits can be identified and how the strength of the relationships at those interfaces can become the basis for building organisational reputation and create an environment more conducive to co-operation and knowledge sharing. Finally, the paper analyses the potential impact of reputational risks in influencing the perception of stakeholders about the organisation. Whilst the idea of value-adding networks based on closely connected providers of capabilities and resources is appealing, it should be recognised that, if not properly managed, the actions of the stakeholders in those networks can impact the risk profile of the business significantly-particularly reputational risk. The more that organisations become part of complex global networks, the more dependent they become upon the other network members for knowledge and other resources. Because of this dependency there is always the danger that the reputation of the focal firm can be damaged by the actions of other network members, hence reducing the likelihood of future collaborative working and knowledge exploitation. Using examples drawn from a variety of industries, the paper highlights the potential for reputational risk if the critical network interfaces are not closely managed. It will be argued that by actively managing relationships with stakeholders in the network the risk to the organisation's reputation can be mitigated and the sharing of knowledge simultaneously enhanced.

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“…During partnership, client and vendor can develop two forms of knowledge transfer in terms of a reciprocal learning [14]; 1) the partners can obtain from each other technical knowledge and know-how, 2) they can learn from each other management and business skills that individually they are lacking. Both the service receiver and provider should have a clear common vision and goals for partnership as well as a belief that their partners will not act opportunistically; this may be termed partnership quality [15].…”

Section: A Knowledge Transfer and It Outsourcingmentioning

confidence: 99%

Exploring the role of transactive memory system (TMS) for knowledge transfer processes in Malaysia E-government IT outsourcing

Hamid

Salim

2010

2010 International Conference on Information Retrieval &Amp; Knowledge Management (CAMP)

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Abstract-Knowledge transfer has attracted much attention to researchers and practitioners in recent years since knowledge transfer has been considered as a critical determinant of an organization's capacity to confer sustainable competitive advantage. Despite extensive research on knowledge transfer issues, there is a dearth of research that has explicitly focused on the role of transactive memory in enabling intraorganizational knowledge transfer in information technology (IT) outsourcing context, particularly e-government IT outsourcing. Although the information systems literature has recently acknowledged the role of transactive memory plays in improving knowledge processes, most of the research is still in the basic concept of transactive memory which is emphasized more on the individual communication concept rather than integrating those concept with the existing organization memory system. Moreover, it is still at a conceptual level rather than practical action for a firm to address. Therefore, this paper attempts to fill this gap by examining the factors that have been cited as significant influences on the ability to transfer knowledge from the vendor to the client organizations in the context of e-government IT outsourcing, and examine the role of transactive memory system towards effective knowledge transfer process between organizations. Drawing on several theoretical streams, this paper will propose an integrated conceptual framework of inter-organizational knowledge transfer which further can be used for research enhancement.

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Strategic alliances and knowledge sharing: synergies or silos?

Cited by 30 publications

References 46 publications

Industry clusters: an antidote for knowledge sharing and collaborative innovation?

Industry clusters: an antidote for knowledge sharing and collaborative innovation?

Exploiting knowledge across networks through reputation management

Exploring the role of transactive memory system (TMS) for knowledge transfer processes in Malaysia E-government IT outsourcing

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