Learning from alliances: Knowledge management or "ignorance management'?

Sankaran, S; Kouzmin, A; Hase, S

Learning from alliances: Knowledge management or "ignorance management'?

Sankaran, S Kouzmin, A Hase, S

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Publisher:: Common Ground Publishing
Publication Type:: Journal Article
Citation:: International Journal of Knowledge Culture and Change Management, 2005, 5 (1), pp. 155 - 164
Issue Date:: 2005-01

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Field	Value	Language
dc.contributor.author	Sankaran, S
dc.contributor.author	Kouzmin, A
dc.contributor.author	Hase, S
dc.date.accessioned	2009-08-20T13:02:13Z
dc.date.issued	2005-01
dc.identifier.citation	International Journal of Knowledge Culture and Change Management, 2005, 5 (1), pp. 155 - 164
dc.identifier.issn	1447-9524
dc.identifier.other	C1UNSUBMIT	en_US
dc.identifier.uri	http://hdl.handle.net/10453/1113
dc.description.abstract	The past two decades have seen the emergence of a variety of strategic alliances in an attempt by organizations to cope with the demands of rapidly changing and complex environments. Initially, reasons for strategic alliances have been primarily economic or strategic risk sharing, market penetration, technology transfer or pooling resources. As the knowledge-based theory of the firm gained prominence, organizations have started realizing that knowledge is a critical resource for competitive advantage. Organizations have recently started paying more attention to processes that can enable inter-organizational learning and knowledge transfer. Research conducted so far regarding knowledge transfer between partners in strategic alliances clearly indicates that the transfer does not happen automatically and has to be managed. It also shows that managers may not be fully aware of how to facilitate knowledge transfer. The barriers to knowledge transfer are a complex mixture of issues covering organizational, social and technological factors as well as the nature of knowledge being shared. A review of the literature indicates that organizations do not seem to utilise tools created in the knowledge management field that can facilitate knowledge sharing. There is also a feeling among scholars that while organizations can develop strategies to exploit what they know, it is never possible to know everything that an organization needs and organizations should also learn how to manage their ignorance as well. This paper identifies some questions for knowledge management scholars and practitioners to carry out research in knowledge transfer and inter-organizational learning among strategic alliances.
dc.publisher	Common Ground Publishing
dc.relation.ispartof	International Journal of Knowledge Culture and Change Management
dc.relation.ispartof	Verified OK	en_US
dc.rights	Readers must ask permission to reproduce
dc.subject	Knowledge Management, Organizational Ignorance, Incompetance and Failure, Careless Conversations, Toxic Organizations, Cost versus Capacity	en_US
dc.subject.classification	Business and Management	en_US
dc.title	Learning from alliances: Knowledge management or "ignorance management'?
dc.type	Journal article
utslib.citation.volume	1
utslib.citation.volume	5
utslib.citation.number	1	en_US
utslib.location	Melbourne, Australia	en_US
utslib.citation.startpage	155	en_US
utslib.citation.endpage	164	en_US
utslib.identifier.org	DAB.School of Built Environment	en_US
utslib.for	1503 Business and Management
utslib.percentage	100	en_US
pubs.embargo.period	Not known
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - Contemporary Design Practice
pubs.organisational-group	/University of Technology Sydney/Strength - Management and Organisation Studies
utslib.copyright.status	open_access

Abstract:

The past two decades have seen the emergence of a variety of strategic alliances in an attempt by organizations to cope with the demands of rapidly changing and complex environments. Initially, reasons for strategic alliances have been primarily economic or strategic risk sharing, market penetration, technology transfer or pooling resources. As the knowledge-based theory of the firm gained prominence, organizations have started realizing that knowledge is a critical resource for competitive advantage. Organizations have recently started paying more attention to processes that can enable inter-organizational learning and knowledge transfer. Research conducted so far regarding knowledge transfer between partners in strategic alliances clearly indicates that the transfer does not happen automatically and has to be managed. It also shows that managers may not be fully aware of how to facilitate knowledge transfer. The barriers to knowledge transfer are a complex mixture of issues covering organizational, social and technological factors as well as the nature of knowledge being shared. A review of the literature indicates that organizations do not seem to utilise tools created in the knowledge management field that can facilitate knowledge sharing. There is also a feeling among scholars that while organizations can develop strategies to exploit what they know, it is never possible to know everything that an organization needs and organizations should also learn how to manage their ignorance as well. This paper identifies some questions for knowledge management scholars and practitioners to carry out research in knowledge transfer and inter-organizational learning among strategic alliances.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/1113