Common learning and opportunistic behaviour in learning alliances

Abstract

In this paper, we propose a system dynamics model that gives deeper insight into the dynamics involved in opportunistic behaviour in learning alliances. Although current research widely recognizes opportunistic behaviour of alliance partners as a reason for alliance failure, most research in this field focuses on opportunism in the area of private learning and of outlearning the partner. Opportunism is mostly ignored in situations of common learning. In the following, we study opportunism in alliances where there is no intention of learning privately. Moreover, in current studies, feedback perspectives are often neglected. A feedback perspective can be helpful to explain the reasons for certain unanticipated long-term effects. We transfer findings from recent learning alliance literature and from a case study to a system dynamics simulation model. After describing the model structure, different scenarios offer insights into the dynamics of learning, particularly when the partners have different intentions with regard to common learning. We discuss the model runs and subsequently deduce propositions for future research.

On the Paradox of Collaboration, Collaborative Systems and Collaborative Networks

“…Different economic benefits have been associated with collaboration [9]. Nevertheless, high failure rates have been systematically reported [10]. This fact suggests an apparent paradox of collaboration: while the success of social systems in fulfilling their function relies on the almost intuitive communication and coordination of actions among individuals, organizations strive to achieve the potential of collaboration.…”

Exploring the relationships between tangible and intangible resources in a learning alliance dynamics: comment on the paper by Kapmeier

“…This can be verified through the following question: it works in practice but does it work in theory? In my opinion, the analysis conducted by Kapmeier (2008) allows us to positively answer the above question.…”

“…The above unexpected result can be better understood on the light of the feedbacks underlying a learning alliance (Kapmeier, 2008) and, in particular, on the basis of the nonlinear and delayed relationships between partners' manager trust and scientists' open-ness. Such variables stem from the number of scientists allocated in a learning alliance and constitute the main drivers of the alliance knowledge base and, therefore, of the alliance outcome (patents).…”

“…By focusing on the feedback relationships between tangibles and intangibles key variables affecting learning alliance dynamics, Kapmeier's (2008) study addresses a gap in the field of strategic alliances too often characterized by a linear approach and oriented towards the endowment of strategic resources.…”

“…To investigate learning alliances and to outline its characteristics, Kapmeier (2008) mainly reverts to two well-known approaches in organizational economics: the transaction cost (Williamson, 1975) and the agency theory (Jensen and Meckling, 1976). Such views allow him to identify four different circumstances that may generate an alliance failure due to opportunistic behaviour:…”