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Alliance capability as a mediator between experience and alliance performance

An empirical investigation into the alliance capability development process

Heimeriks, Koen H.; Duysters, Geert (København, 2005)

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This study centers around the way in which firms can enhance alliance performance through the development of alliance capabilities. Whereas most research has focused on inter-firm antecedents of alliance performance, research on intra-firm antecedents pointing to prior experience and internal mechanisms to foster knowledge transfer has only recently emerged. As little is known about how firms develop alliance capabilities, this study aims to uncover how differences in sources of alliance capability development explain performance heterogeneity. The data come from a detailed survey held among alliance managers and Vice-Presidents of 151 firms. The survey covers over 2600 alliances for the period 1997-2001. This study not only finds that alliance capabilities partially mediate between alliance experience and alliance performance, but also yields novel insights into the micro-level building blocks underlying the process of alliance capability development. Key words: alliances, learning, knowledge transfer, alliance experience. JEL classification: L14

URI:

http://hdl.handle.net/10398/7436

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smg-wp-12-2005.pdf (436.2Kb)

Clusters and knowledge

local buzz, global pipelines and the process of knowledge creation

Bathelt, Harald; Malmberg, Anders; Maskell, Peter (København, 2002)

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URI: http://hdl.handle.net/10398/7251

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druid02-12.pdf (480.0Kb)

Dealing with knowledge sharing hostility

insights from six case studies

Michailova, Snejina; Husted, Kenneth (København, 2001)

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This paper examines knowledge sharing in business environments and cultures that are hostile to knowledge sharing. We focus on knowledge sharing as it relates to individual behavior and management as guiding basically willing individuals. We elaborate the dimensions related to knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome by investigating their features in knowledge-sharing hostile environments. Empirically, we explore a context not widely covered by the Western management literature on knowledge sharing: we draw on the examples of six Russian companies, three with and three without Western ownership. In terms of action orientation, we suggest that in knowledge-sharing hostile environments management needs initially to force knowledge sharing in order to transform the hostility into a knowledge embracing culture. We outline concrete guidelines of how to overcome the specific barriers to knowledge sharing. Key words: knowledge sharing, knowledge-sharing hostile environments, Russian companies

URI:

http://hdl.handle.net/10398/6341

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wp102001.pdf (378.1Kb)

Facilitating Knowledge Sharing in Russian and Chinese Subsidiaries

The Importance of Groups and Personal Networks

Hutchings, Kate; Michailova, Snejina (København, 2003)

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The unprecedented escalation in the number of organisations that have decided to internationalise their operations in the last two decades, and the international movement of labour that has accompanied such expansion, has meant that understanding the process of knowledge sharing within subsidiary operations has become an issue of increasing importance. Where the cultural distance between home and host nations is great, as it is between Western industrialised economies and the transition economies of the (former) Communist nations, there is even greater saliency for achieving effective knowledge sharing if its potential value for gaining organisational competitive advantage is to be harnessed. In examining knowledge sharing in Russia and China, this paper specifically addresses how group membership and personal networking in these countries facilitate and impede knowledge sharing. Ultimately, the paper provides important insights for Western managers about how to optimise knowledge sharing in their subsidiary operations in Russia and China. Key Words : Knowledge sharing, group membership, personal networking, Russia, China, Western Managers

URI:

http://hdl.handle.net/10398/7316

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facilitating knowledge sharing.pdf (81.26Kb)

Governing Knowledge Processes

Theoretical Foundations and Research Opportunities

Foss, Nicolai; Husted, Kenneth; Michailova, Snejina; Pedersen, Torben (København, 2003)

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An under-researched issue in work within the "knowledge movement" is the relation between organizational issues and knowledge processes (i.e., sharing and creating knowledge). We argue that managers can shape formal organization structure and organization forms and can influence the more informal organizational practices in order to foster knowledge sharing and creation. Theoretically, we unfold this argument by relying on key ideas of organizational economics and organizational behaviour studies. We put forward a number of refutable propositions derived from this reasoning. Acknowledgments We are grateful to Anna Grandori for numerous excellent comments on an earlier draft. The standard disclaimer applies. Keywords: Knowledge creation, knowledge sharing, governance, organizational economics, organizational behavior.

URI:

http://hdl.handle.net/10398/7311

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2003-governing knowledge.pdf (196.0Kb)

The Impact Of In-Groups And Out-Groups On Knowledge Sharing In Russia And China

Michailova, Snejina; Hutchings, Kate (København, 2003)

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Management researchers have suggested that knowledge sharing has an important role to play in developing competitive advantage for organisations. It could be argued that the need to build advantage is even greater in the transition economies that are increasingly internationally oriented. Yet, it has been suggested that people in transition economies such as Russia and China have a propensity not to share knowledge. We proffer that Russians’ and Chinese’ willingness to share knowledge is highly influenced by group membership. By examining the extent to which group membership influences the processes of knowledge sharing in the Chinese and Russian cultural and institutional environments, we theoretically explore how in-groups and out-groups facilitate and impede knowledge sharing. Key Words: China, In-groups, Knowledge Sharing, Out-groups, Russia

URI:

http://hdl.handle.net/10398/7289

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impact of in-groups.pdf (96.34Kb)

The Impact of the Acquired Firm´s Knowledge Sources on the Knowledge Creation Processes in the Acquiring Firm

Gammelgaard, Jens (, 2002)

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URI: http://hdl.handle.net/10398/6882

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mso10d.pdf (161.8Kb)

Knowledge Sharing

time sensitiveness and push-pull strategies in a non-hype organisation

Holdt Christensen, Peter (København, 2003)

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The concept of knowledge management has, indeed, become a buzzword that every single organization is expected to practice and live by. Knowledge management is about managing the organization’s knowledge for the common good of the organization – but practicing knowledge management is not as simple as that. This article focuses on knowledge sharing as the process seeking to reduce the resources spent on reinventing the wheel. The article introduces the concept of time sensitiveness; i.e. that knowledge is either urgently needed, or not that urgently needed. Furthermore, knowledge sharing is considered as either a push or pull system. Four strategies for sharing knowledge – help, post-it, manuals and meeting, and advice are introduced. Each strategy requires different channels for sharing knowledge. An empirical analysis in a production facility highlights how the strategies can be practiced.

URI:

http://hdl.handle.net/10398/6331

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wp12-2003phc.pdf (360.5Kb)

Knowledge sharing hostility in acquisitions

Gammelgaard, Jens; Husted, Kenneth; Michailova, Snejina (København, 2002)

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URI: http://hdl.handle.net/10398/6529

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nr.9 2002.pdf (281.3Kb)
Knowledge sharing in Russian companies with foreign participation

Husted, Kenneth; Michailova, Snejina (København, 2000)

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URI: http://hdl.handle.net/10398/7095

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cees 2000 wp31.pdf (54.76Kb)

Knowledge Transfers following Acquisition

The Impact of Prior Trust-based Relations

Gammelgård, Jens (København, 2001)

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Prior relations between the acquiring firm and the target company pave the way for knowledge transfers subsequent to the acquisitions. One major reason is that through the market-based relations the two actors build up mutual trust and simultaneously they learn how to communicate. An empirical study of 54 Danish acquisitions taking place abroad from 1994 to 1998 demonstrated that when there was a high level of trust between the acquiring firm and the target firm before the take-over, then medium and strong tie-binding knowledge transfer mechanisms, such as project groups and job rotation, were used more intensively. Further, the degree of stickiness was significantly lower in the case of prior trust-based relations.

URI:

http://hdl.handle.net/10398/6923

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linkwp02-24.pdf (129.1Kb)

Når tiden foldes i en gråzone

en beretning om vidensdeling, arbejdsdeling og refleksiv praksis

Siggård Jensen, Sisse (København, 2001)

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URI: http://hdl.handle.net/10398/6359

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sisse20s20jensen202001.pdf (519.3Kb)
Værdiskabelse via viden i en netværksorganisation

belyst ved et case

Almbjerg, Sarah (København, 2003)

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URI: http://hdl.handle.net/10398/6516

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no.01.pdf (4.133Mb)

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