Building cooperative advantage: Managing strategic alliances to promote organizational learning

Lei, David; Slocum, John W.; Pitts, Robert F.

doi:10.1016/s1090-9516(97)90008-0

Cited by 146 publications

(117 citation statements)

References 8 publications

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“…These protocols act as the information channels through which knowledge and capabilities/abilities will be exchanged, making communication between partners easier. Protocols restrict what partners can ask each other and they define the limits between cooperation and competition (Lai, 2011;Lei, Slocum & Pitts, 1997;Siegel & Renko, 2012).…”

Section: Cooperation Process Learning Through Joint Venturesmentioning

confidence: 99%

Cooperative learning in creating and managing joint ventures

Benavides‐Espinosa

Soriano

2014

Journal of Business Research

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The purpose of this research is to analyze how and when a joint venture is a suitable alternative in cooperation learning. Not all forms of cooperation enable this type of learning in the same way. This study analyzes how a joint venture is a way of cooperating that facilitates initial learning in the cooperation process and to what extent interorganisational factors such as commitment, trust, control and conflict resolution have an effect on the partners involved.This study surveys a sample of 74 international joint ventures. The results provide empirical evidence on how commitment is a relevant and necessary variable, although this type of cooperation alone is not enough for partners to learn how to cooperate.

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Section: Cooperation Process Learning Through Joint Venturesmentioning

confidence: 99%

Cooperative learning in creating and managing joint ventures

Benavides‐Espinosa

Soriano

2014

Journal of Business Research

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“…Similarly, the cur rent study focuses solely on marketing strategies whereby internal inputs are transformed into sat isfying customer value; however, an alternative path for firms in less economically developed nations may be through different forms of out sourcing (Khan & Ghani, 2004). Finally, this study assumes superior performance in terms of competitive rather than cooperative advantage (Lei et al, 1997). Under different conditions, cooperation, or some form of co-opetiton (Bran denbuger & Nalebuff, 1996), may deliver supe rior returns.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Marketing Concept Manifestations in Fiji Enterprises: Confirming the Link to Organizational Competitiveness

Neill

Pathak

Reddy

2009

Journal of Global Marketing

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ABSTRACT. This paper proposes an integrative view of the marketing concept (i.e., the ability to understand and satisfy customers) and examines its prevalence and effect on competitiveness in organizations operating in an isolated and less economically developed country. The marketing concept manifests as marketing expertise, market orientation, and externally directed organizational values. Based on a sample of 86 firms operating in Fiji, the results indicate that these three mechanisms promote organizational competitiveness, thus supporting the universality of the marketing concept. These findings confirm the important role of the marketing concept in the competitiveness of firms in a less developed economy.

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“…Knowledge-based view (KBV) -Knowledge -Knowledge sharing/internalization -Knowledge evolution or transformation cycle Grant, 1991Grant, , 1996bKogut and Zander, 1992;Nonaka, 1988Nonaka, , 1990Nonaka, , 1991Nonaka, , 1994Conner and Prahalad, 1996;Lei et al, 1997;Larsson et al, 1998;Von Krogh et al, 1998;Nonaka and Takeuchi, 1999;McEvily and Chakravarthy, 2002;Zollo and Winter, 2002;Carlile and Rebentisch, 2003. Emphasizes the creation, integration and sharing of knowledge and the mechanisms needed for this as a basis for capability development and competitive advantage.…”

Section: Dynamic Capability View (Dcv)mentioning

confidence: 99%

“…Fiol and Lyles, 1985;Stata, 1989;Cohen and Levinthal, 1990;Senge, 1990aSenge, , 1990bHuber, 1991;Levinthal and March, 1993;Leonard-Barton, 1995;Lei et al, 1997;Lane and Lubatkin, 1998;Crossan et al, 1999;Pisano et al, 2001.…”

Section: Organizational Learning Theory (Ol) -Absorptive Capacity -Lementioning

confidence: 99%

“…These can be used to monitor the environment and translate information into applicable knowledge (Cohen and Levinthal, 1990;Leonard-Barton, 1995;Doz and Hamel, 1998). The prohibition of unnecessary knowledge leaks (Lei et al, 1997) and protection of intellectual property (e.g. Grindley and Teece, 1997) can prove a useful means to decrease conflict situations.…”

Section: Mention That "The Mechanisms Through Which Learning Is Realimentioning

confidence: 99%

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Developing Alliance Capabilities

Heimeriks¹

2008

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Building cooperative advantage: Managing strategic alliances to promote organizational learning

Cited by 146 publications

References 8 publications

Cooperative learning in creating and managing joint ventures

Cooperative learning in creating and managing joint ventures

Marketing Concept Manifestations in Fiji Enterprises: Confirming the Link to Organizational Competitiveness

Developing Alliance Capabilities

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