Knowledge Acquisition in International Strategic Alliances download torrent

• Author: Fariza Hashim
• Published Date: 15 Mar 2009
• Publisher: VDM Verlag
• Language: English
• Format: Paperback::192 pages
• ISBN10: 3639130758
• ISBN13: 9783639130751
• File size: 46 Mb
• Filename: knowledge-acquisition-in-international-strategic-alliances.pdf
• Dimension: 152x 229x 11mm::290g

Download: Knowledge Acquisition in International Strategic Alliances

As a leading business school with an international focus, INSEAD has always taken a strong interest in alliances – which typically cross borders and cultures. In the following interview, our leading researcher and teacher in the field, Professor Yves Doz, gives his views on how to make strategic alliances work… From a knowledge-based perspective, the authors develop a model that proposes (1) that certain international joint venture characteristics influence the joint venture’s knowledge acquisition from its foreign parent and (2) that the amount of knowledge acquired affects venture performance. This thesis examines the process of knowledge acquisition Malaysian manufacturing firms through their involvement in international strategic alliances. The … knowledge acquisition’ (p. 896). The premium that Lyles and Salk place on tacit knowledge and the social aspects and human dimension of knowledge acquisition challenges Nonaka’s (1994) and Nonaka and Takeuchi’s (1995) arguments regarding the need to constantly engage in a continuous dialog between tacit and explicit knowledge and the 13 Global knowledge acquisition through alliances: optimizing contracts and task complexity Farok J Contractor and Jeongho Choi Introduction Which alliance structure is optimal when one/both of the partners are seeking to access or develop knowled We explore the conditions enabling partners in strategic alliances to acquire valuable technological knowledge from each other, and to specialize in complementary areas. Our findings show that knowledge acquisition across alliance partners is maximized when the technological knowledge bases of alliance partners are moderately similar, whereas highly similar or highly dissimilar knowledge bases Knowledge provides the capacity for organizational action and new knowledge provides the capacity for organizational renewal. This article examines organizational learning and knowledge acquisition in the strategic alliance context. Alliances provide firms with a unique opportunity to leverage their strengths with the help of partners. Although prior research has emphasized the importance of international strategic alliances, we have incomplete understanding of how and why some firms succeed in acquiring knowledge from foreign partners, but others fail. We advance understanding of this important issue examining (1) two key antecedents of knowledge ambiguity (the perceived difficulty of understanding the causal effects … into international strategic alliances with the same objective (Li & Malin, 2009). In addition, firms involve in international Strategic alliances to create many values and benefits such as to share knowledge (Hashim & Bakar, 2007), share skills and expertise between partners, risks and costs reduction, and to develop new products and This chapter reconsiders the determinants, consequences, and moderators of knowledge transfer and organizational learning processes in international strategic alliances highlighting the contextual differences between partners. We argue institutional distance and realized absorptive capacity as critical moderators in the processes of knowledge transfer and organizational learning, which in International strategic alliances of small biotechnology firms 57 5 Methodology Thus, in spite of the observed similarities, using an exploratory study with descriptive results, we wanted to shed more light on the patterns of funding and knowledge acquisition Canadian DBFs in the human health sector compared with their most Strategic Alliances. A strategic alliance is an agreement between two or more partners to share knowledge or resources which could be beneficial to all parties involved. Strategic alliances can be as simple as two companies sharing their technological and/or marketing resources. Learning in International Strategic Alliances: A qualitative study of indigenous technological firms in Taiwan Abstract This paper examines how antecedent factors influence alliance learning. We propose that firms integrating inter- and intra-organizational learning … On the basis that knowledge accessing takes precedence over knowledge acquisition in most strategic alliances, the paper establishes the circumstances in which strategic alliances are more efficient than internalization within a single firm in integrating and utilizing knowledge. Knowledge acquisition refers to the knowledge that a firm can try to obtain from external sources. External knowledge sources are important and one should therefore take a holistic view of the value chain (Gamble & Blackwell 2001). Sources include suppliers, competitors, partners/alliances, customers, and external experts. Investment Banking Experience Combined with Deep Biotech Knowledge. Biotech Alliances International provides sector specific strategic advise and financial services. We pride ourselves on prividing a level of expertise and customization that clients won’t find elsewhere. Request PDF | On Jan 1, 2005, Andrew Inkpen and others published Knowledge Acquisition and Transfer in Strategic Alliances | Find, read and cite all the research you need on ResearchGate mergers, acquisitions and strategic alliances. In this regard a case study is performed where companies Cinepolis and Cinemex are analyzed. The subject of these strategies will be developed to provide knowledge. Key words: Mergers, acquisitions, alliances, strategies JEL: M100, M200, D000 Resumen Knowledge Accession and Knowledge Acquisition in Strategic Alliances: The Impact of Supplementary and Complementary Dimensions. British Journal of Management, 20(4), 598-609.) Das and Rahman (2006) provide comprehensive framework of the key determinants of partner opportunism in strategic Alliances. Engaging in international alliances provides chances for firms to learn and acquire knowledge from the partner. This study identified five variables that determine the knowledge acquisition process from their counterpart: learning capacity, experience, goals, partner|s involvement and accessibility influence the learning process. A Knowledge Accessing Theory of Strategic Alliances A Knowledge Accessing Theory of Strategic Alliances Grant, Robert M.; Baden‐Fuller, Charles 2004-01-01 00:00:00 ABSTRACT The emerging knowledge‐based view of the firm offers new insight into the causes and management of interfirm alliances. However, the development of an effective knowledge‐based theory of alliance … edge acquisition on innovative performance and that international alliances strengthen the effect of knowledge creation on innovative performance. In addition, the authors find that interfirm cooperation and competition coexist in strategic alliances and that both factors increase knowledge acquisition, though from different motivational bases. strategic alliances between partners increased the proba-bility that one partner would ultimately acquire the other. However, their study does not investigate whether or not the prior alliances affected acquisition performance. Research evidence to date on the effect of prior alliances on acquisition performance has been mixed. This thesis examines the process of knowledge acquisition Malaysian manufacturing firms through their involvement in international strategic alliances. The strategic alliances can be with or without equity involvement. Firms involved with a foreign partner with equity involvement are joint venture firms while non-equity involvement are firms nested relationship between international strategic alliances and a company, and this relationship covers micro strategic alliances level and macro organizational level. In order to more precisely explore knowledge creation in international strategic alliances, this study explores the antecedents of both strategic alliances

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