15
views
0
recommends
+1 Recommend
0 collections
    0
    shares
      • Record: found
      • Abstract: found
      • Article: not found

      How Companies Learn to Collaborate: Emergence of Improved Inter-Organizational Processes in R&D Alliances

      Read this article at

      ScienceOpenPublisher
      Bookmark
          There is no author summary for this article yet. Authors can add summaries to their articles on ScienceOpen to make them more accessible to a non-specialist audience.

          Abstract

          Previous research has maintained that the capacity to manage alliances is a distinct capability, defined as the ability to identify, negotiate, manage, monitor and terminate collaborations. This paper focuses on an important but hitherto neglected aspect of alliance capability by investigating how partnering firms may learn how to better manage their dyadic R&D collaborations. In particular, we seek to test the Nonaka and Takeuchi (1995) model of dynamic knowledge creation by establishing a link between the facilitation of four knowledge conversion processes – socialization, externalization, combination and internalization – and an improved capability to manage inter-organizational R&D processes. We specify and extend the model by identifying and testing several critical interactions between these knowledge conversion processes. Relying on data from 105 R&D partnerships in the global telecommunications industry, we suggest that the failure to support one of these knowledge conversion processes has the potential to hamper the proper functioning of the other knowledge conversion processes and thus the emergence of capability to manage dyadic R&D collaborations.

          Related collections

          Most cited references122

          • Record: found
          • Abstract: found
          • Article: not found

          The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations.

          In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
            Bookmark
            • Record: found
            • Abstract: not found
            • Article: not found

            Absorptive Capacity: A New Perspective on Learning and Innovation

              Bookmark
              • Record: found
              • Abstract: not found
              • Book: not found

              Situated Learning

                Bookmark

                Author and article information

                Journal
                Organization Studies
                Organization Studies
                SAGE Publications
                0170-8406
                1741-3044
                March 2013
                March 12 2013
                March 2013
                : 34
                : 3
                : 313-343
                Affiliations
                [1 ]Nokia Corporation, Germany
                [2 ]University of Illinois at Chicago, USA
                [3 ]Aalto University, Finland
                Article
                10.1177/0170840612464758
                bfc9ef76-45b6-4427-83d9-288221b06402
                © 2013

                http://journals.sagepub.com/page/policies/text-and-data-mining-license

                History

                Comments

                Comment on this article