Knowledge Creation in Strategic Alliance: Case of ‘Child Business’ Learning from ‘Parent Partner’
by South East Asian Journal of Management (SEAM)
Author: Zuraina Dato Mansor* and Wan Mohamed Tarmizi Wan Abdullah**
Institution: Department of Management and Marketing, Faculty of Economics and Management, Universiti Putra Malaysia, Malaysia. *) Corresponding author, E-mail: zuraina_dm@econ.upm.edu.my; **) E-mail: wanmtarmizi@yahoo.com
Suggested Citation: Mansor, Z. D. and Wan Abdullah, W. M. T. (2012) Knowledge Creation in Strategic Alliance: Case of ‘Child Business’ Learning from ‘Parent Partner’. South East Asian Journal of Management, 6(1), 15-22, ISSN: 1978-1989.
Alliance is becoming an essential feature in today’s intensely competitive market as a means of facilitating market... more
Alliance is becoming an essential feature in today’s intensely competitive market as a means of facilitating market entry, acquiring new technology, leveraging economies of scale, and enhancing new product development capabilities. Recently, alliances have been linked to the organizational learning literature where alliances create environments for learning and knowledge transfer. This phenomenon is the main purpose of this paper, where it will define and discuss the key facilitating learning elements in strategic alliances. The study used an in-depth case study method. Two respondent organizations were used to gather data for the purpose of the study. One case was from the manufacturing sector and the other is from the service sector. Both entered into alliances with learning from foreign parent partner as one of the key objectives. The final part of the paper will summarize the findings and suggest key elements promoting learning from foreign parent partner to the ‘child businesses in the case of international strategic alliance which include learning as one of their alliance objectives.
Keywords: Knowledge creation, international strategic alliance, elements promoting learning.
Response Strategies in an International Strategic Alliance Experimental Context: Cross-country Differences
Brian V. Tjemkes, Olivier Furrer, Koen Adolfs, & Arzu Ülgen Aydinlik
Journal of International Management, vol. 18, nr 1, 2012, pp. 66-84.
International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is... more International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical. However, extant research does not specify how managers from different national cultures respond to these adverse situations to reduce the likelihood of alliance failure. This study investigates cross-country differences in preferences for specific response strategies in international strategic alliances. Using a scenario-based experiment with 1,379 respondents in five countries—Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom—the authors assess whether preferences for seven response strategies—exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect—vary across countries. The results indicate that national culture, both directly and interactively through exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on strategic international alliances by explaining that when faced with the same adverse situation, respondents from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.
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Seen by:Responding to Adverse Situations Within Exchange Relationships: The Cross-Cultural Validity of a Circumplex Model
Olivier Furrer, Brian V. Tjemkes, Arzu Ülgen Aydinlik, & Koen Adolfs
Journal of Cross-Cultural Psychology, in press
When faced with adverse situations in exchange relationships, the people involved are required to respond. Response... more When faced with adverse situations in exchange relationships, the people involved are required to respond. Response strategies are reactions to such adverse situations and represent cognitive schemata organized in an integrated structure forming a mental map. Extant response strategy research implicitly assumes that the content and internal structure of response strategies is universal, but with few exceptions, it fails to assess cross-cultural validity, a necessary step to investigate potential cultural variations in response strategy preferences. This study has investigated the cross-cultural validity of a circumplex model in the Netherlands, Switzerland, Turkey, and Japan. The seven response strategies examined attained measurement equivalence, and six were organized in an equivalent circumplex structure in all four countries. The findings also revealed cross-cultural differences in people’s preference to use response strategies. This study therefore contributes to the cross-cultural psychology literature by demonstrating that response strategy content and structure are nearly universal, whereas preferences for using response strategies vary across cultures.
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