Strategic alliances and knowledge sharing: Synergies or silos?

Connell, J; Voola, R

Strategic alliances and knowledge sharing: Synergies or silos?

Connell, J

Voola, R

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Publication Type:: Journal Article
Citation:: Journal of Knowledge Management, 2007, 11 (3), pp. 52 - 66
Issue Date:: 2007-08-01

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Field	Value	Language
dc.contributor.author	Connell, J https://orcid.org/0000-0001-9604-6756	en_US
dc.contributor.author	Voola, R	en_US
dc.date.issued	2007-08-01	en_US
dc.identifier.citation	Journal of Knowledge Management, 2007, 11 (3), pp. 52 - 66	en_US
dc.identifier.issn	1367-3270	en_US
dc.identifier.uri	http://hdl.handle.net/10453/12790
dc.description.abstract	Purpose - The purpose of this paper is to investigate the influence of a relationship marketing orientation within a strategic alliance (referred to as the Alliance) to determine whether those firms have achieved synergy in knowledge sharing or whether they operate as knowledge silos. Design/methodology/approach - To achieve this aim the paper takes a strategic perspective and proposes a model based on the resource-based view of the firm (RBV) in order to discover whether member firms can move Alliance relationships towards knowledge sharing experienced within long-term and continuing relationships. Findings - The results of this study reveal that intangible assets, such as relationships and knowledge, should be managed by the Alliance with the same care as would be undertaken with tangible assets. Further, the development of a relationship market orientation (RMO) by the Alliance appears to be crucial. Research limitations/implications - A key limitation of this paper could be considered the sample size (although the response rate was high) and geographical location. Practical implications - Implications from the study were that, although information and knowledge were being shared, one area of improvement would be in relation to the depth of knowledge sharing that tended to occur on a superficial basis. Originality/value - The findings are original in terms of knowledge sharing across organizational boundaries. There is currently very little research available that focuses on the influence of an RMO on knowledge sharing within network groups.	en_US
dc.relation.ispartof	Journal of Knowledge Management	en_US
dc.relation.isbasedon	10.1108/13673270710752108	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Strategic alliances and knowledge sharing: Synergies or silos?	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	11	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	0807 Library and Information Studies	en_US
utslib.for	08 Information and Computing Sciences	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
utslib.copyright.status	closed_access
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	11	en_US

Abstract:

Purpose - The purpose of this paper is to investigate the influence of a relationship marketing orientation within a strategic alliance (referred to as the Alliance) to determine whether those firms have achieved synergy in knowledge sharing or whether they operate as knowledge silos. Design/methodology/approach - To achieve this aim the paper takes a strategic perspective and proposes a model based on the resource-based view of the firm (RBV) in order to discover whether member firms can move Alliance relationships towards knowledge sharing experienced within long-term and continuing relationships. Findings - The results of this study reveal that intangible assets, such as relationships and knowledge, should be managed by the Alliance with the same care as would be undertaken with tangible assets. Further, the development of a relationship market orientation (RMO) by the Alliance appears to be crucial. Research limitations/implications - A key limitation of this paper could be considered the sample size (although the response rate was high) and geographical location. Practical implications - Implications from the study were that, although information and knowledge were being shared, one area of improvement would be in relation to the depth of knowledge sharing that tended to occur on a superficial basis. Originality/value - The findings are original in terms of knowledge sharing across organizational boundaries. There is currently very little research available that focuses on the influence of an RMO on knowledge sharing within network groups.

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http://hdl.handle.net/10453/12790