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Knowledge Management for Strategic Alliances: A Case Study

Author

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  • Mario J. Donate

    (University of Castilla-La Mancha, Spain)

  • Fátima Guadamillas

    (University of Castilla-La Mancha, Spain)

  • Jesús D. Sánchez de Pablo

    (University of Castilla-La Mancha, Spain)

Abstract

Managing organizational knowledge in alliances implies establishing the best possible strategic design to create, acquire, maintain, transfer, and apply organizational knowledge developed between the partners (or acquired from partners) in order to achieve competitive goals. In this paper, the role of knowledge management strategy (KMS) in strategic alliances is analyzed in a technology-intensive company. The importance of alliances for technological companies and the necessity of designing suitable KMSs in alliances –in terms of objectives and goals, knowledge management tools, and support systems– are explained first of all. Moreover, the analysis of a case study of KMS in the strategic alliances of a company currently developing different businesses in technological settings is developed by the authors. Finally, several conclusions are discussed, based on how the implementation aspects concerning KMS in strategic alliances have been managed and the way they have contributed to the attainment of the company’s objectives and goals.

Suggested Citation

  • Mario J. Donate & Fátima Guadamillas & Jesús D. Sánchez de Pablo, 2012. "Knowledge Management for Strategic Alliances: A Case Study," International Journal of Strategic Information Technology and Applications (IJSITA), IGI Global, vol. 3(3), pages 1-19, July.
    • Handle: RePEc:igg:jsita0:v:3:y:2012:i:3:p:1-19
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