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Managing technology alliances: The case for knowledge management

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  • Awazu, Yukika

Abstract

Organizations need to form alliances with external entities in order to acquire or access resources outside ones bounds. In recent times, we have seen an increased number of alliances geared towards acquiring technology capabilities. Alliances for technology capabilities include software application licensing agreements, access to technological infrastructure, and accessing technological know-how. While a lot of attention has been paid to the financial, economic, legal, and architectural issues of such arrangements, one dimension has been under debated and discussed—the knowledge component. Knowledge is the critical resource that is exchanged, managed, and integrated, in technology alliances. Managing knowledge in and around technology alliances is of utmost importance if we want to reap the strategic and operational benefits of such engagements. In this case study analysis, we share crucial knowledge management concerns to bear in mind while constructing, governing, and terminating technology alliances.

Suggested Citation

  • Awazu, Yukika, 2006. "Managing technology alliances: The case for knowledge management," International Journal of Information Management, Elsevier, vol. 26(6), pages 484-493.
    • Handle: RePEc:eee:ininma:v:26:y:2006:i:6:p:484-493
    DOI: 10.1016/j.ijinfomgt.2006.07.005
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    References listed on IDEAS

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    1. Bruce Kogut, 1988. "Joint ventures: Theoretical and empirical perspectives," Strategic Management Journal, Wiley Blackwell, vol. 9(4), pages 319-332, July.
    2. Kevin C. Desouza & Yukika Awazu, 2005. "The Future of Engaged Knowledge Management," Palgrave Macmillan Books, in: Engaged Knowledge Management, chapter 10, pages 196-209, Palgrave Macmillan.
    3. Kevin C. Desouza & Yukika Awazu, 2005. "Engaged Knowledge Management," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-00607-2, June.
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