Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm-level alliance success

By Harbir Singh. 2007

1,096 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/f993e8c7ee0457629e7ac686e89439f8b10089c8

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

Citations in the corpus

Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities (2013, background): “…offering, and in customer segments of high expectations, where solution integration requires (Walter et al., 2006) partner knowledge that can be absorbed and communicated within the manufacturer's organization to stimulate customer learning and innovation (Kale et al., 2007; Walter et al., 2006).”
Learning from openness: The dynamics of breadth in external innovation linkages (2014, background): “Where this can be done, our results suggest that managing external relationships can itself develop into the basis for a dynamic capability, with implications for future performance (Kale and Singh, 2007; Zollo and Winter, 2002).”
Resource Structuring or Capability Building? An Empirical Study of the Business Value of Information Technology (2012, background): “time in stable environments, when the environment is turbulent, firms’ personal roles, business processes, and structures need to be frequently adjusted to adapt to environmental changes, and it is difficult for preconfigured IT resources to stay compatible with such adjustments [74, 85].”
Towards a practice-based view of strategy (2014, background): “Kale and Singh (2007) use large sample survey data to examine how an alliance function leads to learning (as captured by articulation, codification, sharing, and internalization), which in turn influences alliance success.”
How does social software change knowledge management? Toward a strategic research agenda (2012, background): “This second question goes right to the heart of a strategic theory of the firm, which is, how does knowledge relate to a firm’s boundaries and competitive advantage (Kale and Singh, 2007; Kogut and Zander, 1992; Nonaka, 1994; Spender and Grant, 1996; Winter, 1987)?”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, positive): “In performative terms, these routines are based on the partners’ experience with what works and what does not work, and why and how the best practices can be applied in the current context (Kale and Singh, 2007).”
Balancing Internal and External Knowledge Acquisition: The Gains and Pains from R&D Outsourcing (2010, positive): “Another isolating mechanism may be the outcome of a deliberate resource deployment process within the firm (e.g., Barney and Mackey, 2005; Sirmon et al., 2007), leading to the creation of organizational capabilities (e.g., Kale and Singh, 2007; Slater et al., 2006).”
The role of incentives and communication in strategic alliances: an experimental investigation (2009, background): “Researchers have begun to systematically examine factors that facilitate successful outcomes (Kale and Singh, 2007; Luo, 2008, Tiwana, 2008).”
Knowledge Combination and the Potential Advantages of Family Firms in Searching for Opportunities (2011, positive): “Kogut and Zander (1992) and Nonaka (1994) proposed frameworks for understanding the evolution of combined knowledge structures.”
Contingency Hypotheses in Strategic Management Research (2012, methodology): “Kale and Singh (2007), for instance, used their second-order factor as a moderator, while Tippins and Sohi (2003) used mediation in conjunction with two higher order factors.”
Dynamic Capabilities: A Review of Past Research and an Agenda for the Future (2010, background): “Previous research has also suggested the relevance of dynamic capabilities to large firms (e.g., Kale & Singh, 2007), medium-sized firms (Salvato, 2003), and small firms (Døving & Gooderham, 2008).”
Managing liquidity in research‐intensive firms: signaling and cash flow effects of patents and alliance activities (2009, background): “Since they often involve R&D collaboratory arrangements, exploration alliances will increase the likelihood of knowledge production (e.g., Dyer and Hatch, 2006; Kale and Singh, 2007; Kale, Singh, and Perlmutter, 2000), and therefore, may lead to greater knowledge asymmetries.”