Learning and Innovation in International Strategic Alliances: An Empirical Test of the Role of Trust and Tacitness

By Bo Bernhard Nielsen, S. Nielsen. 2009

321 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3cf7152b10a9f50b1664b561b3119f7feb990e44

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Citations in the corpus

The effects of supplier involvement and knowledge protection on product innovation in customer-supplier relationships: a study of global automotive suppliers in China (2014, methodology): “…customer-supplier relationships was operationalized as the supplier’s application or utilization of knowledge, measured as modifications and/or innovative improvements to products or processes from customer-supplier relationships (Koufteros, Edwin Cheng, and Lai, 2007; Nielsen and Nielsen, 2009).”
At What Level (and in Whom) We Trust (2012, background): “Some definitions describe general positive expectations (e.g., Krishnan, Martin, & Noorderhaven, 2006; Simons & Peterson, 2000) or confidence (e.g., Deery et al., 2006; Nielsen & Nielsen, 2009) that one will not be harmed, without specifying the content of the expectations.”
Women directors' contribution to board decision‐making and strategic involvement: The role of equality perception (2010, background): “It is possible that one ‘good’ item can be better than many ‘bad’ items when evaluated on criteria of reliability and validity (Gardner et al., 1998; Nielsen and Nielsen, 2009).”
Nonlinear Effects of Entrepreneurial Orientation on Small Firm Performance: The Moderating Role of Resource Orchestration Capabilities (2013, background): “In doing so, NC facilitates the formation of trust necessary for encouraging effective innovation in collaborative relationships (Nielsen and Nielsen, 2009) and, by extension, the discovery of how firm resources may be bundled into productive capabilities.”
Knowledge sharing, knowledge leaking and relative innovation performance: An empirical study (2015, background): “Significant trust among collaborative partners enhances knowledge sharing because it allows the partners to put more effort into knowledge sharing and less effort into formal partnermonitoring activities (Dhanaraj et al., 2004; Nielsen and Nielsen, 2009).”