Learning and knowledge transfer in partnering: an empirical case study

Learning and knowledge transfer in partnering: an empirical case study This study is based upon a longitudinal research project undertaken between 1994 and 1999 from one partnering case study. At the outset both parties did not anticipate the significance of the learning which would take place within and between the companies. The structure of the paper is as follows; first an overview of the companies involved provides the context of the study. A review of literature considers the resource‐based theory of strategy development, organizational learning and teamwork in the partnering context. Description of the methodology applied leads to discussion of the results in the light of the literature. Findings suggest that the inter‐organization project teams are the mechanisms by which knowledge is converted into new joint capabilities. Finally implications for theory and practitioners are considered as well as avenues for future research. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Learning and knowledge transfer in partnering: an empirical case study

Journal of Knowledge Management, Volume 7 (2): 17 – May 1, 2003

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Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270310477315
Publisher site
See Article on Publisher Site

Abstract

This study is based upon a longitudinal research project undertaken between 1994 and 1999 from one partnering case study. At the outset both parties did not anticipate the significance of the learning which would take place within and between the companies. The structure of the paper is as follows; first an overview of the companies involved provides the context of the study. A review of literature considers the resource‐based theory of strategy development, organizational learning and teamwork in the partnering context. Description of the methodology applied leads to discussion of the results in the light of the literature. Findings suggest that the inter‐organization project teams are the mechanisms by which knowledge is converted into new joint capabilities. Finally implications for theory and practitioners are considered as well as avenues for future research.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: May 1, 2003

Keywords: Knowledge management; Organizational learning; Partnering

References

  • Strategic resources: traits, configurations and paths to sustainable competitive advantage
    Black, J.A.; Boal, K.B.
  • The evolution of cooperation in strategic alliances: initial conditions or learning processes
    Doz, Y.L.
  • Organizational learning: a guide for executives in technology‐critical organizations
    Huber, G.P.
  • The social process of competence building
    Karnoe, P.
  • Defining and developing competence: a strategic process paradigm
    McGrath, R.G.; MacMillan, I.C.; Venkataraman, S.
  • A theory of organizational knowledge creation
    Nonaka I, Takeuchi, H.; Umemoto, K.

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