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THE COMPARISON OF TWO STRATEGIC ALLIANCES IN TERMS OF ORGANIZATIONAL LEARNING AND KNOWLEDGE TRANSFER

Year 2012, Volume: 7 Issue: 2, 59 - 64, 01.12.2012

Nurullah Genç – N. Öykü İyigün Nurullah Genç

Abstract

In the current situation of the global economy, collaboration may provide an opportunity for
companies by engaging in strategic alliances. One of the main reasons that companies participate in strategic
alliances is to share knowledge and expertise and to increase the utilization of knowledge by organizational
learning and knowledge transfer. The aim of the present study is to make a comparison between two specific
international strategic alliances to investigate the role of organizational learning and knowledge transfer in
building strategic alliances within companies.

Keywords

Strategic Alliances

References

  • Aguilera, Ruth V. (2007). “Translating theoretical logics across borders: organizational characteristics, structural mechanisms and contextual factors in international alliances”, Journal of International Business Studies, Vol.38, pp. 38-46.
  • Bignoux, Stephane. (2006). “Short-term strategic alliances: A social exchange perspective”, Management Decision, Vol.44(5), pp. 615-627.
  • Czinkota, M., Ronkainen I., Moffett, M., Marinova, S. and Marinov M. (2009). International Business, John
  • Wiley & Sons Publication. Denzin, N. K., and Lincoln, Y. S. (1994). “Introduction: Entering the field of qualitative research”. In N. K.
  • Denzin and Y. S. Lincoln (Eds.), Handbook of qualitative research (1st ed.; pp. 1–17). Thousand Oaks, CA: Sage. Dyer, Jeffrey H., Kale, Prashant and Singh, Harbir. (2001) “How to make strategic alliances work”, MIT Sloan
  • Management Review, Vol.42. pp. 37-43. Genç, Nurullah and Öykü İyigün. (2011). “The role of organizational learning and knowledge transfer in building strategic alliances: A case study”, Procedia Social and Behavioral Sciences, Vol.24(2011), pp. 1124
  • Grant, Robert M., Baden-Fuller, Charles. (2004). “A knowledge accessing theory of strategic alliances”, Journal of Management Studies, Vol.41:1. pp. 61-84.
  • Gulati, R. (1998). “Alliances and networks”, Strategic Management Journal, Vol.19, pp. 293-317.
  • Hall, Wendy. (1995). Managing Cultures Making Strategic Relationships Work. John Wiley & Sons Publication.
  • Hamel, Gary. (1991). “Competition for competence and inter-partner learning within international strategic alliances”, Strategic Management Journal, Vol.12, pp. 83-103.
  • Huber, George P. (1991). “Organizational learning: the contributing processes and the literatures”, Organization Science, Vol.2, No.1. pp. 88-115.
  • Huff, A. S., Floyd, S.W., Sherman, H. D. and Terjesen S. (2009). Strategic Management Logic and Action. John
  • Wiley & Sons Publication, pp. 348-360. Kale, Prashant., Singh, Harbir, Perlmutter, Howard. (2000). “Learning and protection of proprietary assets in strategic alliances: building relational capital”, Strategic Management Journal, Vol.21. pp. 217-237.
  • Khamseh, Hamid Mazloomi and Jolly, Dominique R. (2008). “Knowledge transfer in alliances: determinant factors”, Journal of Knowledge Management, Vol.12, pp.37-50.
  • Kogut, B. (1988). “Joint ventures: theoretical and empirical perspectives”, Strategic Management Journal, Vol.9. pp. 319-332.
  • Levitt, Barbara and March, James G. (1988). “Organizational learning”, Annual Review of Sociology, Vol.14, pp. 319-340.
  • Marchel C. and S. Owens (2007). “Qualitative research in psychology: Could William James get a job?”, History of Psychology, Vol.10, No.4, pp. 301-324.
  • Mohr, J. and R. Spekman (1994). “Characteristics of partnership success”, Strategic Management Journal, Vol.15, pp. 135-152.
  • Mowery, David C., Oxley, Joanne E. and Silverman Brian S. (1996). “Strategic alliances and interfirm knowledge transfer”, Strategic Management Journal, Vol.17, p. 77-91.
  • Oxley, J. E. (1997). “Appropriability hazards and governance in strategic alliances: a transaction cost approach”.
  • Journal of Law Economics and Organization, Vol.13. pp. 389–407. Yaprak, Atilla. (2011). “Dynamic learning and strategic alliances: A commentary essay”, Journal of Business Research, Vol.64(2011), pp. 1128-1130.
  • Yoshino, Michael Y. and Rangan, Srinivasa U. (1995). Strategic Alliances An Entrepreneurial Approach to
  • Globalization. Harvard Business School Press. http://www.saruhan.com.tr/tr/tarihce.php http://egepen.com/

THE COMPARISON OF TWO STRATEGIC ALLIANCES IN TERMS OF ORGANIZATIONAL LEARNING AND KNOWLEDGE TRANSFER

Year 2012, Volume: 7 Issue: 2, 59 - 64, 01.12.2012

Nurullah Genç – N. Öykü İyigün Nurullah Genç

Abstract

In the current situation of the global economy, collaboration may provide an opportunity for
companies by engaging in strategic alliances. One of the main reasons that companies participate in strategic
alliances is to share knowledge and expertise and to increase the utilization of knowledge by organizational
learning and knowledge transfer. The aim of the present study is to make a comparison between two specific
international strategic alliances to investigate the role of organizational learning and knowledge transfer in
building strategic alliances within companies.

Keywords

Strategic Alliances Organizational Learning Knowledge Transfer Case Study

References

  • Aguilera, Ruth V. (2007). “Translating theoretical logics across borders: organizational characteristics, structural mechanisms and contextual factors in international alliances”, Journal of International Business Studies, Vol.38, pp. 38-46.
  • Bignoux, Stephane. (2006). “Short-term strategic alliances: A social exchange perspective”, Management Decision, Vol.44(5), pp. 615-627.
  • Czinkota, M., Ronkainen I., Moffett, M., Marinova, S. and Marinov M. (2009). International Business, John
  • Wiley & Sons Publication. Denzin, N. K., and Lincoln, Y. S. (1994). “Introduction: Entering the field of qualitative research”. In N. K.
  • Denzin and Y. S. Lincoln (Eds.), Handbook of qualitative research (1st ed.; pp. 1–17). Thousand Oaks, CA: Sage. Dyer, Jeffrey H., Kale, Prashant and Singh, Harbir. (2001) “How to make strategic alliances work”, MIT Sloan
  • Management Review, Vol.42. pp. 37-43. Genç, Nurullah and Öykü İyigün. (2011). “The role of organizational learning and knowledge transfer in building strategic alliances: A case study”, Procedia Social and Behavioral Sciences, Vol.24(2011), pp. 1124
  • Grant, Robert M., Baden-Fuller, Charles. (2004). “A knowledge accessing theory of strategic alliances”, Journal of Management Studies, Vol.41:1. pp. 61-84.
  • Gulati, R. (1998). “Alliances and networks”, Strategic Management Journal, Vol.19, pp. 293-317.
  • Hall, Wendy. (1995). Managing Cultures Making Strategic Relationships Work. John Wiley & Sons Publication.
  • Hamel, Gary. (1991). “Competition for competence and inter-partner learning within international strategic alliances”, Strategic Management Journal, Vol.12, pp. 83-103.
  • Huber, George P. (1991). “Organizational learning: the contributing processes and the literatures”, Organization Science, Vol.2, No.1. pp. 88-115.
  • Huff, A. S., Floyd, S.W., Sherman, H. D. and Terjesen S. (2009). Strategic Management Logic and Action. John
  • Wiley & Sons Publication, pp. 348-360. Kale, Prashant., Singh, Harbir, Perlmutter, Howard. (2000). “Learning and protection of proprietary assets in strategic alliances: building relational capital”, Strategic Management Journal, Vol.21. pp. 217-237.
  • Khamseh, Hamid Mazloomi and Jolly, Dominique R. (2008). “Knowledge transfer in alliances: determinant factors”, Journal of Knowledge Management, Vol.12, pp.37-50.
  • Kogut, B. (1988). “Joint ventures: theoretical and empirical perspectives”, Strategic Management Journal, Vol.9. pp. 319-332.
  • Levitt, Barbara and March, James G. (1988). “Organizational learning”, Annual Review of Sociology, Vol.14, pp. 319-340.
  • Marchel C. and S. Owens (2007). “Qualitative research in psychology: Could William James get a job?”, History of Psychology, Vol.10, No.4, pp. 301-324.
  • Mohr, J. and R. Spekman (1994). “Characteristics of partnership success”, Strategic Management Journal, Vol.15, pp. 135-152.
  • Mowery, David C., Oxley, Joanne E. and Silverman Brian S. (1996). “Strategic alliances and interfirm knowledge transfer”, Strategic Management Journal, Vol.17, p. 77-91.
  • Oxley, J. E. (1997). “Appropriability hazards and governance in strategic alliances: a transaction cost approach”.
  • Journal of Law Economics and Organization, Vol.13. pp. 389–407. Yaprak, Atilla. (2011). “Dynamic learning and strategic alliances: A commentary essay”, Journal of Business Research, Vol.64(2011), pp. 1128-1130.
  • Yoshino, Michael Y. and Rangan, Srinivasa U. (1995). Strategic Alliances An Entrepreneurial Approach to
  • Globalization. Harvard Business School Press. http://www.saruhan.com.tr/tr/tarihce.php http://egepen.com/
There are 23 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

Nurullah Genç – N. Öykü İyigün This is me

Nurullah Genç This is me

Publication Date December 1, 2012
Published in Issue Year 2012 Volume: 7 Issue: 2

Cite

APA İyigün, N. G. –. N. Ö., & Genç, N. (2012). THE COMPARISON OF TWO STRATEGIC ALLIANCES IN TERMS OF ORGANIZATIONAL LEARNING AND KNOWLEDGE TRANSFER. Bilgi Ekonomisi Ve Yönetimi Dergisi, 7(2), 59-64.