Creating knowledge through collaboration

Article Abstract:

Although many firms enter strategic alliances with specific learning objectives, these objectives are often not realized. Drawing on a study of North American-Japanese joint ventures, this article analyzes the question of why some firms are more effective than others at exploiting alliance learning opportunities and develops a framework for alliance learning. The framework incorporates knowledge management processes - a set of organizational actions that establish the basis for accessing and exploiting alliance knowledge - and facilitating factors - the conditions that promote a favorable climate for effective alliance knowledge management. The primary obstacle to successfully learning from alliances is a failure to execute the specific organizational processes necessary to access, assimilate, and disseminate alliance knowledge. (Reprinted by permission of the publisher.)

Research, Learning

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Why Do Some Strategic Alliances Persist Beyond Their Useful Life?

Article Abstract:

Some strategic alliances fail and this paper focuses on variables that contribute to firms' failing alliances and provides some measures on how to counter this persistence.

Joint-Venture Management, Statistical Data Included, Analysis, Management, Corporations

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Learning through alliances: General Motors and NUMMI

Article Abstract:

The learning opportunity created by New United Motor Manufacturing Inc (NUMMI) an alliance between General Motors and Toyota is examined.

Motor vehicles and car bodies, Japan, Alliances, partnerships, Motor Vehicles and Equipment, TRANSPORTATION EQUIPMENT, Case studies, Automobile industry, General Motors Corp., GM, Transportation equipment industry, Toyota Motor Corp., Alliances and partnerships, Automotive industry, New United Motor Manufacturing Inc., TM

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