Strategic alliances and interfirm knowledge transfer
TLDR
In this paper, a measure of changes in alliance partners' technological capabilities, based on the citation patterns of their patent portfolios, is used to analyze changes in the extent to which partner firms' technological resources overlap as a result of alliance participation.Abstract:
This paper examines interfirm knowledge transfers within strategic alliances. Using a new measure of changes in alliance partners' technological capabilities, based on the citation patterns of their patent portfolios, we analyze changes in the extent to which partner firms' technological resources ‘overlap’ as a result of alliance participation. This measure allows us to test hypotheses from the literature on interfirm knowledge transfer in alliances, with interesting results: we find support for some elements of this ‘received wisdom’—equity arrangements promote greater knowledge transfer, and ‘absorptive capacity’ helps explain the extent of technological capability transfer, at least in some alliances. But the results also suggest limits to the ‘capabilities acquisition’ view of strategic alliances. Consistent with the argument that alliance activity can promote increased specialization, we find that the capabilities of partner firms become more divergent in a substantial subset of alliances.read more
Citations
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The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage
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Absorptive Capacity: A Review, Reconceptualization, and Extension
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TL;DR: In this paper, the authors identify key dimensions of absorptive capacity and offer a reconceptualization of this construct, and distinguish between a firm's potential and realized capacity, and then advance a model outlining the conditions when the firm's realized capacities can differentially influence the creation and sustenance of its competitive advantage.
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Alliances and networks
TL;DR: In this article, the authors introduce a social network perspective to the study of strategic alliances and identify five key issues for the formation of alliances, the choice of governance structure, the dynamic evolution of alliances and the performance of alliances.
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Creating and managing a high‐performance knowledge‐sharing network: the Toyota case
Jeffrey H. Dyer,Kentaro Nobeoka +1 more
TL;DR: In this paper, the authors examine the black box of knowledge sharing within Toyota's network and demonstrate that Toyota's ability to effectively create and manage network-level knowledge-sharing processes at least partially explains the relative productivity advantages enjoyed by Toyota and its suppliers.
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Knowledge Transfer in Intraorganizational Networks: Effects of Network Position and Absorptive Capacity on Business Unit Innovation and Performance
TL;DR: In a multi-unit organization, each unit can learn from each other and benefit from new knowledge developed by other units as mentioned in this paper, and knowledge transfer among organizational units provides opportunities for mutual learning and interunit cooperation that stimulate the creation of new knowledge and contribute to organizational units' ability to innovate.
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