A note on the dynamics of learning alliances: competition, cooperation, and relative scope

By Andrew C. Inkpen. 2000

221 citations recorded by the source corpus.

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In Strategy and Management

Citations in the corpus

Purchasing social responsibility and firm performance: The key mediating roles of organizational learning and supplier performance (2005, background): “Further, conceptual and empirical work in the field of strategic management has begun to consider issues such as competition and the protection of proprietary assets in alliance formation ( Inkpen, 2000”
Strategic entrepreneurship: entrepreneurial strategies for wealth creation (2001, background): “As explained in earlier sections, learning is a common reason for establishing alliances and participating in strategic networks (i.e., Gulati, 1999; Inkpen, 2000; Steensma and Lyles, 2000).”
SOCIAL CAPITAL, KNOWLEDGE ACQUISITION, AND KNOWLEDGE EXPLOITATION IN YOUNG TECHNOLOGY-BASED FIRMS (2001, methodology): “Factors unique to the UK, to the late 1990s, and to the five technology-based sectors may limit the applicability of the results to other settings. As Tyre and von Hippel (1997) point out, learn-”
A 22 year review of strategic alliance research in the leading management journals (2016, unknown): “…2000; Koka & Prescott, 2008; J.-W. Lee, Abosag, & Kwak, 2012; Min & Mitsuhashi, 2012), knowledge and learning (Dussauge, Garrette, & Mitchell, 2000; Inkpen, 2000; Kale & Singh, 2007; Park, 2012), and the impact of governance on alliance effectiveness (Albers, Wohlgezogen, & Zajac, 2013; Barkema,…”
Inter-Firm Resources and Sustained Competitive Advantage (2004, background): “…potential within the framework of cooperation, not only for individual companies, but also for the partners in the cooperation (Khanna et al. 1998; Inkpen 2000), is hardly integrable into the logic of the resource-and competence-based approach of strategic management (Dyer/Singh 1998; Gulati…”
Key factors affecting acquisition of technological capabilities from foreign acquiring firms by small and medium sized local firms (2011, background): “Previous studies examining the acquisition of knowledge and technology have long recognized the importance of ‘knowledge relatedness’ as a key concept in organizational learning (Inkpen, 2000).”
Alliance Management as a Source of Competitive Advantage (2002, background): “Improper partner selection, the failure of anticipated synergies to emerge and variances in expectations about the value that can be created, also make alliance management difficult as do asymmetrical alliance objectives and an expectation of learning through private benefits (Inkpen, 2000; Kale et ”
Friends, Acquaintances, or Strangers? Partner Selection in R&D Alliances (2008, result): “However, our results regarding decisions about alliance formation support the contention that the learning process in alliances can be difficult and fragile (Inkpen, 2000).”
On the relationship between supplier integration and time-to-market (2013, background): “Based on Fichman and Kemerer (1997) and the organizational learning literature (e.g., Inkpen, 2000; Cassiman and Veugelers, 2006; Bstieler and Hemmert, 2010), we argue that internal exploration activities facilitate the routinization of adopted technologies.”
Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms (2003, unknown): “Regardless of their form, alliances provide the potential for learning (Inkpen, 2000; Khanna, Gulati, & Nohria, 1998), although learning is maximized only when both partners’ relative absorptive capacities overlap (Lane & Lubatkin, 1998).”