Q2. What are the future works in "Knowledge sharing in china-uk higher education alliances" ?
The future of the multinational enterprise, London: Mcmillan.
Q3. What are the key elements discussed in extant research concerning partner characteristics in knowledge sharing in international strategic?
The key elements discussed in extant research concerning partner characteristics in knowledge sharing in international strategic alliances are partners’ motivation, competitive overlap and absorptive capacity.
Q4. What was the lowest level of knowledge sharing among all forms of alliances?
Insufficient communication and interaction between partners in the DB validation alliances resulted in the lowest level of knowledge sharing among all forms of alliance structures.
Q5. What is the main reason why monopoly access to a body of knowledge is a?
In traditional private sector businesses, monopoly access to a body of knowledge can be a primary source of competitive advantage and a determinant of success and even survival.
Q6. How did the case study alliances share tacit academic knowledge?
while tacit academic knowledge, which is more individual based, was shared by the case study alliances through the mobility of staff, tacit organizational knowledge required higher levels of commitment and took longer for partners to share.
Q7. What is the effect of cultural distance on the sharing of tacit knowledge?
cultural distance is likely to increase the likelihood of incompatibility between the combining firm’s practices resulting in implementationproblems (Bjorkman, Stahl & Vaara, 2007) and reduced information flows (Lyles & Salk, 1996), thereby impairing knowledge sharing (Mowery et al, 1996; Simonin, 1999).
Q8. What is the role of a JV in the development of a full-fledge?
a JV, as an independent entity, could be developed into a fully-fledged university, where the organizational culture is shared and developed.
Q9. How many UK universities were engaged in equity JVs?
The secondary data showed that, at the time of the study, only 2 UK universities were engaged in the equity JV form and 52 in non-equity forms.
Q10. What is the main reason why educationalists disseminate knowledge freely?
While private sector managers are frequently protective of their organization’s core knowledge, and rightly so, educationalists disseminate such knowledge freely and with pride.
Q11. Why is knowledge sharing a critical strategy?
Since the 1990s knowledge sharing has been seen by firms as one of the critical strategies required to sustain competitive advantage, this is because ‘the integration of knowledge’ is central to a firm’s competitive capability (Grant, 1996, p.375).
Q12. What is the value of tacit organizational knowledge in educational alliances?
The value may be reflected in the application of acquired knowledge in different aspects of educational alliances as well as their respective parent universities, for instance, improved students performance, more international oriented teaching or a stronger position in a the competitive global HE market (Li, Faulkner & Yan, 2011).