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A preliminary typology of learning in international strategic alliances

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  • Tsang, Eric W. K.

Abstract

The idea of gaining access to sources of know-how located outside of the organization through strategic alliances is increasingly popular. This article examines the issue of learning in strategic alliances. Two different objects of learning are discussed and compared. They are "learning the other partner's skills" and "learning from strategic alliance experience." Depending on whether the partners concerned focus on the same or different objects of learning, four patterns of learning, namely asymmetrical, non-mutual, competitive and non-competitive, are identified. It is expected that firms behave differently when engaging in different patterns of learning. Based on cross-pattern comparisons, research propositions are suggested and point to a fresh research direction. Moreover, managerial implications are discussed.

Suggested Citation

  • Tsang, Eric W. K., 1999. "A preliminary typology of learning in international strategic alliances," Journal of World Business, Elsevier, vol. 34(3), pages 211-229, October.
  • Handle: RePEc:eee:worbus:v:34:y:1999:i:3:p:211-229
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    1. Keith W. Glaister, 1996. "Strategic Motives For International Alliance Formation," Journal of Management Studies, Wiley Blackwell, vol. 33(3), pages 301-332, May.
    2. Arvind Parkhe, 1991. "Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 22(4), pages 579-601, December.
    3. David J. Teece, 2008. "Technology Transfer By Multinational Firms: The Resource Cost Of Transferring Technological Know-How," World Scientific Book Chapters,in: The Transfer And Licensing Of Know-How And Intellectual Property Understanding the Multinational Enterprise in the Modern World, chapter 1, pages 1-22 World Scientific Publishing Co. Pte. Ltd..
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    Cited by:

    1. Lange, Kersten, 2011. "Faktoren der Stabilisierung für Unternehmenskooperationen," Arbeitspapiere 102, University of Münster, Institute for Cooperatives.
    2. Kuo-Feng Huang & Chwo-Ming Yu, 2011. "The effect of competitive and non-competitive R&D collaboration on firm innovation," The Journal of Technology Transfer, Springer, vol. 36(4), pages 383-403, August.
    3. Blomberg, Jesper & Werr, Andreas, 2006. "Boundaryless Management - Creating, transforming and using knowledge in inter-organizational collaboration. A literature review," SSE/EFI Working Paper Series in Business Administration 2006:2, Stockholm School of Economics.

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