Collaborating, Learning and Leveraging Knowledge Across Borders: A Meta‐Theory of Learning

Salk, Jane E.; Simonin, Bernard L.

doi:10.1002/9781119207245.ch27

Cited by 4 publications

(6 citation statements)

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“…Knowledge acquisition in tightly coupled formats like parent-subsidiary relationships, supplier-buyer networks or joint ventures is facilitated by long term association and supporting formal structures (Boussebaa, Sturdy, & Morgan, 2014;Steiner, 2005a). In the context of interorganizational knowledge acquisition, empirical evidence over the last few decades support the idea that firms can significantly share their knowledge and innovative capabilities by leveraging knowledge resources within and across firms (Easterby-Smith, Lyles, & Tsang, 2008;Hong, Easterby-Smith, & Snell, 2006;Meier, 2011;Salk & Simonin, 2011). However, knowledge sharing is a complicated process, and the successful transfer of knowledge is quite difficult, particularly across borders (Easterby-Smith et al, 2008;Hong et al, 2006;Salk & Simonin, 2011).…”

Section: Marketing Knowledge Management -A Key Competitive Advantagementioning

confidence: 99%

“…In the context of interorganizational knowledge acquisition, empirical evidence over the past few decades support the idea that firms can significantly share their knowledge and innovative capabilities by leveraging knowledge resources within and across firms (Easterby-Smith et al, 2008;Hong et al, 2006;Meier, 2011;Salk and Simonin, 2011). However, knowledge sharing is a complicated process, and the successful transfer of knowledge is quite difficult, particularly across borders (Easterby-Smith et al, 2008;Hong et al, 2006;Salk and Simonin, 2011). In a loosely coupled alliance, particularly an international consultancy alliance (Steiner, 2005), knowledge acquisition is much more complex and socially challenging owing to the diversity of objectives that alliance partners pursue (Bamel et al, 2021;Meier, 2011).…”

Section: Theory and Conceptual Development 21 Marketing Knowledge Man...mentioning

confidence: 99%

Section: Theory and Conceptual Developmentmentioning

confidence: 99%

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How knowledge acquisition creates a competitive edge? A qualitative inquiry from international consultancy alliance

Aslam

Ali

Qammar

et al. 2022

IMR

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PurposeThe current study attempts to bridge the existing gap related to the role of knowledge acquisition from international alliance partners to improve competitiveness by examining the distinct processes of knowledge acquisition and the challenges confronted in this learning process in order to enhance local and international market performance.Design/methodology/approachFollowing case-study approach based on systematic combining, the study presents a case of knowledge acquisition and learning in the context of an international consultancy alliance between leading Pakistani and Chinese engineering firms using six in-depth interviews of key engineers to explore the dynamic mechanisms for knowledge acquisition and learning from the Chinese firm. Grounded analysis drawn upon the Straussian version of grounded theory (GT) {{Strauss, 1990 #136} Strauss, 1998 #139} is used for data analysis in this research.FindingsIt was found that the processes of explicit and implicit knowledge acquisition from Chinese firms are integrated consultancy working, social and technical adaptability and seeking confirmation about the work done and knowledge/theories and models used in work. However, these processes are quite complex, posing serious challenges for National Engineering Services, Pakistan to acquire the required knowledge, which can be addressed through partners' motivation to share and acquire knowledge, cultural intelligence and friendship and informal association. The study also found that the knowledge acquired from technologically advanced international organizations by the host partner in the international strategic alliance not only provides a competitive edge to the local host in its local market but also builds its capacity to undertake similar projects in other parts of the world, substantially enhancing its market success.Originality/valueAdding up to the current literature that focuses on knowledge acquisition in a parent-subsidiary relationship, the current research proposes a framework for knowledge acquisition in the unique context of international strategic alliances. The research provides managerial guidelines to manage knowledge acquisition for gaining a competitive edge that would be helpful for the managers in the era of growing interdependence among the organizations across the borders.

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Section: Marketing Knowledge Management -A Key Competitive Advantagementioning

confidence: 99%

Section: Theory and Conceptual Development 21 Marketing Knowledge Man...mentioning

confidence: 99%

Section: Theory and Conceptual Developmentmentioning

confidence: 99%

See 1 more Smart Citation

How knowledge acquisition creates a competitive edge? A qualitative inquiry from international consultancy alliance

Aslam

Ali

Qammar

et al. 2022

IMR

View full text Add to dashboard Cite

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“…Since its early days, the study of international strategic alliances has been challenged by the diversity of definitions (Jorde and Teece, 1989;Contractor and Lorange, 1988), only to be paralleled by a multiplicity of taxonomies (Killing, 1988;Root, 1988;Pisano et al, 1988;Salk and Simonin, 2011). Indeed, one can think about inter-organizational collaborations in many different ways and along many pertinent dimensions.…”

Section: Evolution Of the Learning Agenda In International Businessmentioning

confidence: 99%

“…Indeed, one can think about inter-organizational collaborations in many different ways and along many pertinent dimensions. In the present study, for the sake of identifying elements of higher-level learning experienced by organizations engaged in international strategic alliances, I focus on two distinct aspects of inter-firm collaborations: "Forms" and "Modes" (Terpstra and Simonin, 1993;Salk and Simonin, 2011).…”

Section: Evolution Of the Learning Agenda In International Businessmentioning

confidence: 99%

N-loop learning: part II – an empirical investigation

Simonin

2017

TLO

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Purpose Through a survey of firm’s experiences with strategic alliances and a structural equation modeling approach, the aim of this study is to stimulate further interest in modeling and empirical research in the area of N-loop learning. Although the concepts of single-loop and double-loop learning, in particular, are well established in the literature, limited research has been directed toward their empirical validation and finer understanding. Design/methodology/approach Based on a large sample of technology firms, a MIMIC model is proposed and tested with respect to the development of collaborative know-how via the adoption and conduct of different structural choices on how to deploy strategic alliances (single-loop vs double-loop approach). Results are cross-validated. Findings Based on the results of two structural equation models, the findings support the fit of the proposed conceptual model and the notion that, overall, the greater the extent of double-loop over single-loop learning, the higher the level of collaborative know-how derived. Originality/value The call for the empirical investigation of N-loop learning is met by providing an example of survey-based research. The possible benefits of “double-loop” over “single-loop” learning are modeled and tested empirically.

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Introduction

Abbott¹,

Zheng²,

Du³

2014

Collaboration, Learning and Innovation Across Outsourced Services Value Networks

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Volume 42 includes several chapters on topics of longstanding interest to the field. Regular ARIST readers will not be surprised to see a section devoted to information seeking and retrieval, or chapters reviewing developments in knowledge management and education for information science. Coverage of syndromic surveillance systems and education informatics takes us in somewhat newer directions, as does the section on academic disciplines, about which I would like to say a little more.We tend to take academic writing for granted, like wallpaper or muzak. It's as if writing is unrelated to the doing of science: a mere afterthought. But writing in all its manifestations, from jottings in a lab notebook to the polished prose of the peer-reviewed article in the journal of record, cannot be separated from the material practices of scholars and researchers, a point made succinctly by Montgomery (2003, p. 1): "There are no boundaries, no walls, between the doing of science and the communication of it; communication is the doing of science."Texts are not simple reflections or representations of the world-as-is. Rather they are shaped by, and in turn shape, the disciplines and discourse communities of which they are constitutive elements. Different academic disciplines have different conventions when it comes to the formal presentation of research findings and claim staking. We use, more or less consciously, a battery of rhetorical devices (e.g., hedging, the passive voice, copious referencing) to marshal evidence, mobilize support, and, ultimately, persuade the reader of our viewpoint. Styles of writing are as varied as the epistemic cultures with which they are associated. The textual outputs of critical theorists and high-energy physicists, for instance, would not easily be confused; these two tribes inhabit mutually

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Collaborating, Learning and Leveraging Knowledge Across Borders: A Meta‐Theory of Learning

Cited by 4 publications

References 111 publications

How knowledge acquisition creates a competitive edge? A qualitative inquiry from international consultancy alliance

How knowledge acquisition creates a competitive edge? A qualitative inquiry from international consultancy alliance

N-loop learning: part II – an empirical investigation

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