Knowledge transfer in collaborations between foreign and indigenous firms in the Nigerian oil industry: The role of partners' motivational characteristics

Abstract

Previous empirical studies on determinants of interfirm knowledge transfer have been largely focused on knowledge transfer between symmetrical partners, where there are relatively similar levels of knowledge sophistication and complementary knowledge-transfer motives. Determinants of knowledge transfer between partners in asymmetric "market-exploitation" alliances, where there are large differences in capabilities, and in motives, of the collaborating partners, have been understudied. This article presents a qualitative case study-research of knowledge transfer in such collaborations in the Nigerian oil industry. Four cases of interfirm collaborative arrangements between foreign and local indigenous firms in the industry were studied and analyzed. Based on the results of the case study research, this article highlights the dominant role of partners' motivational characteristics, as against, their cognitive characteristics in the knowledge-transfer process of asymmetric market-exploitation alliances. It develops a set of theoretical propositions to expand the understanding of the key determinants of learning and knowledge transfer. K E Y W O R D S alliance learning, developing countries, interfirm collaborations, Knowledge-transfer determinants, Nigeria

Knowledge‐based dynamic capability: Concept mapping, usage, and taxonomy

“…The purpose of this analysis is to recognize, review, and draw conclusions from the previous literature. The objectives of the inquiry were: (1) to explore the available literature in defined datasets and identify gaps to bring better coherence to the extant body of knowledge and (2) to benchmark the significant TCCM from the prior studies and to explore the framework for the interaction of knowledge management and the dynamic capabilities of the firm (Okonkwo, 2019). This paper tries to establish an understanding regarding the KBDC given its ability to acquire, create, and combine knowledge in order to identify and address opportunities and adjusting the changing environmental dynamics (Zheng et al, 2011).…”

Value co‐creation between foreign firms and indigenous small‐ and medium‐sized enterprises (SMEs) in Kazakhstan's oil and gas industry: The role of information technology spillovers

“…Built on the review of the literature (Gomez, Baron, & Fiore‐Silfvast, ; Gummesson & Mele, ; Jaakkola & Hakanen, ; Okonkwo, ; Vargo & Lusch, ) and the guiding theories of the value cocreation, we develop a value cocreation model at the network level for the O&G industry, which describes the process of intercompany alignment in the ecosystem of public and private organizations (Figure ). Our research questions stand as follows: To what extent is ICT adopted in the energy sector of Kazakhstan, and how is it used by private and public stakeholders to cocreate value within each organization, as well as between organizations and sectors? How can the adoption of ICT in a multiple‐stakeholders environment facilitate industrial development through value cocreation between private and public stakeholders in the O&G sector?

We argue the deployment of ICT contributes to each layer of value cocreation, and the competitiveness of the O&G industry can be improved by further adoption of ICT and value cocreation in collaborative public‐private networks.

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“…Built on the review of the literature (Gomez, Baron, & Fiore-Silfvast, 2012;Gummesson & Mele, 2010;Jaakkola & Hakanen, 2013;Okonkwo, 2018;Vargo & Lusch, 2011) and the guiding theories of the value cocreation, we develop a value cocreation model at the network level for the O&G industry, which describes the process of intercompany alignment in the ecosystem of public and private organizations ( Figure 1). Our research questions stand as follows:…”

International Joint Ventures’ Knowledge Acquisition: Critical Literature Review

“…Previous studies have explored cross-border knowledge acquisition in different contexts, such as inter-firm collaboration, supplier-buyer relationships, equity alliances, joint ventures, supply chain partnerships, as well as joint production and code-sharing [11][12][13][14][15][16][17][18][19][20]. Among these various forms of international strategic alliances, international joint ventures are not only appropriate for providing partners with essential knowledge but also continuous learning opportunities [21].…”