Although many firms enter strategic alliances with specific learning objectives, these goals are often not implemented. Based on research of the North American-Japanese joint venture, this article analyzes the question of why some firms are more effective than others in running the union learning opportunities and develops a framework for the alliance learning. The structure includes a knowledge management process - a set of institutional arrangements that establish the basis for access and use of knowledge of the alliance - and contributing factors - conditions that contribute to a favorable climate for the effective management of knowledge alliance. The main obstacle to the success of alliances is learning from failure to meet specific organizational processes needed to access, assimilate and disseminate knowledge of the alliance. "Hide
by Andrew C. Inkpen Source: California Management Review 20 pages. Publication Date: 01 Oct 1996. Prod. #: CMR070-PDF-ENG
Related Case Solutions & Analyses:
The Practice of Global Product Development (With Updates by Steven D. Eppinger)
SABIS – Global Educational Venture From Lebanon
Organizational Dimensions of Creativity: Motion Picture Production
New Product Blockbusters: The Magic and Science of Prediction Markets
Hewlett-Packard–Computer Systems Organization: Selling to Enterprise Customers
Lonestar Electronics Inc. (A)
Unilever Superannuation Fund vs. Merrill Lynch
Negotiating Lessons from the Browser Wars
Charles Schwab Corp.: Presentation by David Pottruck Co-CEO Video
Motorola in the Wireless Handset Market
