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

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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.rights Readers must ask permission to reproduce
dc.subject Knowledge Management, Organizational Ignorance, Incompetance and Failure, Careless Conversations, Toxic Organizations, Cost versus Capacity
dc.title Learning from alliances: Knowledge management or "ignorance management'?
dc.type Journal Article
dc.parent International Journal of Knowledge Culture and Change Management
dc.journal.volume 1
dc.journal.volume 5
dc.journal.number en_US
dc.journal.number 1 en_US
dc.publocation Melbourne, Australia en_US
dc.identifier.startpage 155 en_US
dc.identifier.endpage 164 en_US
dc.cauo.name DAB.School of Built Environment en_US
dc.conference Verified OK en_US
dc.for 1503 Business and Management
dc.personcode 999248 en_US
dc.personcode 0000018109 en_US
dc.personcode 0000030262 en_US
dc.percentage 100 en_US
dc.classification.name Business and Management en_US
dc.classification.type FOR-08 en_US
dc.description.keywords Knowledge Management, Organizational Ignorance, Incompetance and Failure, Careless Conversations, Toxic Organizations, Cost versus Capacity 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
utslib.copyright.date 2015-04-15 12:23:47.074767+10
utslib.collection.history School of Built Environment (ID: 332)
utslib.collection.history General (ID: 2)


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