Learning and protection of proprietary assets in strategic alliances: building relational capital

By P. Kale, Harbir Singh, H. Perlmutter. 2000

3,238 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/acf8e2c2bd88978dfb3f86d05415be568a64583a

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In Strategy and Management

Citations in the corpus

Foreign direct investment and local linkages (2004, background): “Relational capital is conducive to inter-firm learning, which is an important source of innovation (Kale et al., 2000).”
Does familiarity breed trust? Revisiting the antecedents of trust (2008, background): “…recognized and assessed the beneficial consequences of interorganizational trust by making the interactions more productive or by reducing governance costs (Zaheer et al., 1998; Kale et al., 2000; Dyer and Chu, 2003), this focus has somewhat overshadowed the question, ‘Where does trust come from?’”
Facilitators of Organizational Learning in Design. (2006, background): “In recent years, an emerging area of theory and practice has become identified as the “knowledge-based view of the firm” (Kale et al., 2000; Grant, 1996; Nonaka, 1994; Kogut and Zander, 1992).”
Overcoming export manufacturers’ dilemma in international expansion (2007, background): “Independent ownership and asymmetric knowledge of the indigenous market provide foreign distributors with the opportunity to guard information and knowledge, while freely exploring selfinterest seeking behavior (e.g., Inkpen and Beamish, 1997; Kale et al., 2000).”
Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, background): “As a result of relational capital, the risk of opportunistic behavior as well as the possible leakage of critical knowledge is reduced (Kale et al., 2000).”
Built to Last but Falling Apart: Cohesion, Friction, and Withdrawal from Interfirm Alliances (2010, background): “development of trust through learning and accommodation (Larson, 1992; Kale, et al. 2000 ).”
Location, collocation and R&D alliances in the European ICT industry (2009, background): “…firms engaged in cross-border joint ventures, likewise, emphasises the notion of relational embeddedness in tempering the process of learning (Kale et al. 2000, Lane et al. 2001, Dhanaraj et al. 2004) by acting as a facilitator in the transfer of tacit knowledge between firms (Dhanaraj et…”
The American Model of the Multinational Firm and the “New” Multinationals From Emerging Economies (2009, background): “These abilities become critical when extracting value from such organizational combinations, which are necessary to learn and gain access to critical external knowledge and resources (Kale et al., 2000; Zollo & Singh, 2004).”
The Impact of Institutional Pressures on Green Supply Chain Management and Firm Performance: Top Management Roles and Social Capital (2017, background): “Likewise, friendship, respect, and reciprocity are strengthened through repeated transactions and result in long-term relationships [70].”