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Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances

Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances Abstract Organizational theorists have correctly argued that the emergence and maintenance of robust cooperation between global strategic alliance partners is related to the diversity in the partners' characteristics. Yet previous research has failed to systematically delineate the important dimensions of interfirm diversity and integrate the dimensions into a unified framework of analysis. This paper develops a multilevel typology of interfirm diversity and focuses on organizational learning and adaptation as critical processes that dynamically moderate diversity's impact on alliance longevity and effectiveness. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of International Business Studies Springer Journals

Interfirm Diversity, Organizational Learning, and Longevity in Global Strategic Alliances

Journal of International Business Studies , Volume 22 (4): 23 – Dec 1, 1991

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References (41)

Publisher
Springer Journals
Copyright
1991 Academy of International Business
ISSN
0047-2506
eISSN
1478-6990
DOI
10.1057/palgrave.jibs.8490315
Publisher site
See Article on Publisher Site

Abstract

Abstract Organizational theorists have correctly argued that the emergence and maintenance of robust cooperation between global strategic alliance partners is related to the diversity in the partners' characteristics. Yet previous research has failed to systematically delineate the important dimensions of interfirm diversity and integrate the dimensions into a unified framework of analysis. This paper develops a multilevel typology of interfirm diversity and focuses on organizational learning and adaptation as critical processes that dynamically moderate diversity's impact on alliance longevity and effectiveness.

Journal

Journal of International Business StudiesSpringer Journals

Published: Dec 1, 1991

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