Transfers of tacit vs. explicit knowledge and performance in international joint ventures: The role of age

Knowledge Creation Process and Sustainable Competitive Advantage: the Role of Technological Innovation Capabilities

“…Explicit knowledge refers to knowledge that can be articulated using formal and systematic language and shared in the form of statistics, scientific formulae, specifications, and manuals [22,23]. It can be readily processed, communicated, and stored.…”

“…Tacit knowledge is highly personal and difficult to codify and communicate; it is acquired through experience. Moreover, such knowledge is disseminated through activities under certain conditions and locations; acquired through observation, imitation, and practice; communicated through apprentice training and face-to-face interaction; and transferred through the movement of individuals between organizations [23]. Subjective perception, intuition, and instinct are encompassed by tacit knowledge [24,25].…”

Do Parent Units Benefit from Reverse Knowledge Transfer?

“…The tacitness of knowledge (Polanyi, 1962) is crucial and is central to the discussions pertaining to the knowledge-based view (KBV) of the firm (Grant, 1996a). Tacit knowledge has been viewed as a vital source of competitive advantage for firms simply because it is embedded deep within individuals and organizations (Nelson and Winter, 1982;Reed and DeFillippi, 1990), thus making it more inimitable, valuable and beneficial (Barney, 1991;Grant, 1996a), but difficult to transfer (Grant, 1996a;Park, Vertinsky and Becerra, 2015). In this context, it is vital to understand the effects of tacitness on both the extent of RKT and the benefits derived from RKT to reveal differential effects if any.…”

Global marketplace strategy and choice of interaction after termination of international joint venture

“…Foreign firms adopting transnational strategy attempt to gain global competitiveness rather than focusing on a single market or region. IJVs significantly contribute in the achievement of global competitiveness for foreign firms pursuing transnational strategy (Gugler, 1992;Hynes & Mollenkopf, 2008) and allows foreign partner to depend upon the domestic firm for local resources (Lee, Chen, & Kao, 1998;Madhok & Tallman, 1998), network (Goerzen, 2007;Kemp & Ghauri, 2008;Parameswar, Singh, Malik, & Dhir, 2018;Shrotriya & Dhir, 2018) and knowledge (Culpan, 2008;Park, Vertinsky, & Becerra, 2015) and also act as a source to gain location-specific and transaction-specific assets (Das & Teng, 2000a;Hennart, 1988;Kogut, 1988). In case of transnational strategy, the domestic firm plays a dual role in IJV by contributing resources as well as extending support to minimize capital investment to control cost.…”