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Creating Knowledge through Collaboration

Creating Knowledge through Collaboration Creating Knowledge through Collaboration Andrew C. Inkpen ncreasingly, the creation of new organizational knowledge is becoming a managerial priority. New knowledge provides the basis for organizational renewal and sustainable competitive advantage. A failure to create knowl- I edge and manage it as a critical organizational asset may account for the declining performance of many well-established firms. However, our under- standing of the organizational processes surrounding knowledge creation and management is rather limited. By examining knowledge creation through alliance strategies, this article provides insights into how firms manage knowl- edge. Understanding the process by which new knowledge is created poses a fundamental challenge to the development of a learning organization. In the past five years, the number of domestic and international alliances has grown by more than 25 percent annually. Peter Drucker has suggested that the greatest change in the way business is being conducted is in the accelerating growth of relationships based not on ownership but on partnership. Many firms have now realized that self-sufficiency is becoming increasingly difficult in a business environment that demands strategic focus, flexibility, and innovation. Alliances provide firms with a unique opportunity to leverage their strengths with the help of partners. In essence, alliances http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png California Management Review SAGE

Creating Knowledge through Collaboration

California Management Review , Volume 39 (1): 18 – Oct 1, 1996

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References (20)

Publisher
SAGE
Copyright
© 1996 The Regents of the University of California
ISSN
0008-1256
eISSN
2162-8564
DOI
10.2307/41165879
Publisher site
See Article on Publisher Site

Abstract

Creating Knowledge through Collaboration Andrew C. Inkpen ncreasingly, the creation of new organizational knowledge is becoming a managerial priority. New knowledge provides the basis for organizational renewal and sustainable competitive advantage. A failure to create knowl- I edge and manage it as a critical organizational asset may account for the declining performance of many well-established firms. However, our under- standing of the organizational processes surrounding knowledge creation and management is rather limited. By examining knowledge creation through alliance strategies, this article provides insights into how firms manage knowl- edge. Understanding the process by which new knowledge is created poses a fundamental challenge to the development of a learning organization. In the past five years, the number of domestic and international alliances has grown by more than 25 percent annually. Peter Drucker has suggested that the greatest change in the way business is being conducted is in the accelerating growth of relationships based not on ownership but on partnership. Many firms have now realized that self-sufficiency is becoming increasingly difficult in a business environment that demands strategic focus, flexibility, and innovation. Alliances provide firms with a unique opportunity to leverage their strengths with the help of partners. In essence, alliances

Journal

California Management ReviewSAGE

Published: Oct 1, 1996

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