KaydedilenlerDerginizi ekleyin

Dergiler / Bilgi Ekonomisi ve Yönetimi Dergisi / 2012 / Cilt: 7 - Sayı: 2

THE COMPARISON OF TWO STRATEGIC ALLIANCES IN TERMS OF ORGANIZATIONAL LEARNING AND KNOWLEDGE TRANSFER

Nurullah Genç – N. Öykü İYİGÜN
Nurullah Genç
Sayfa
59–64
Yayın Tarihi
2012-12-01
DOI
—
🏛️Bu makalenin bibliyografik verileri ve tam metin bağlantısı DergiPark üzerinden sağlanmıştır.
DergiPark Kaydı ↗
✨

Yapay Zeka Hızlı Bakış & Çıkarımlar

AI Insight
⚡ TL;DR(1 Cümlede Hızlı Çıkarım)

The aim of the present study is to make a comparison between two specific international strategic alliances to investigate the role of organizational learning and knowledge transfer in building strategic alliances within companies.

📌 3 Maddede Bu Makale

🎯
Amaç & Hipotez:In the current situation of the global economy, collaboration may provide an opportunity for companies by engaging in strategic alliances.
📊
Temel Bulgular & Veri:One of the main reasons that companies participate in strategic alliances is to share knowledge and expertise and to increase the utilization of knowledge by organizational learning and knowledge transfer.
💡
Sonuç & Katkı:The aim of the present study is to make a comparison between two specific international strategic alliances to investigate the role of organizational learning and knowledge transfer in building strategic alliances within companies.
🔬Tür:Araştırma Makalesi
📍Kapsam:Genişletilmiş Akademik Örneklem
⚙️Değişkenler:Strategic Alliances · Strategic Alliances · Organizational Learning

Özet

In the current situation of the global economy, collaboration may provide an opportunity for companies by engaging in strategic alliances. One of the main reasons that companies participate in strategic alliances is to share knowledge and expertise and to increase the utilization of knowledge by organizational learning and knowledge transfer. The aim of the present study is to make a comparison between two specific international strategic alliances to investigate the role of organizational learning and knowledge transfer in building strategic alliances within companies.

Abstract

In the current situation of the global economy, collaboration may provide an opportunity for companies by engaging in strategic alliances. One of the main reasons that companies participate in strategic alliances is to share knowledge and expertise and to increase the utilization of knowledge by organizational learning and knowledge transfer. The aim of the present study is to make a comparison between two specific international strategic alliances to investigate the role of organizational learning and knowledge transfer in building strategic alliances within companies.

🔖

Bu Makaleye Atıf Yap

İYİGÜN, N. G. –. N. Ö., Genç, N. (2012). THE COMPARISON OF TWO STRATEGIC ALLIANCES IN TERMS OF ORGANIZATIONAL LEARNING AND KNOWLEDGE TRANSFER. Bilgi Ekonomisi ve Yönetimi Dergisi, Cilt: 7 - Sayı: 2, 59–64. https://ajindex.com/articles/742909

📄 Tam Metin PDF Okuyucu

📄

PDF görüntüleyici hazırlanıyor...

Kaynakça (14)

  1. Aguilera, Ruth V. (2007). “Translating theoretical logics across borders: organizational characteristics, structural mechanisms and contextual factors in international alliances”, Journal of International Business Studies, Vol.38, pp. 38-46.
  2. Bignoux, Stephane. (2006). “Short-term strategic alliances: A social exchange perspective”, Management Decision, Vol.44(5), pp. 615-627.
  3. Czinkota, M., Ronkainen I., Moffett, M., Marinova, S. and Marinov M. (2009).
  4. International Business, John Wiley & Sons Publication. Denzin, N. K., and Lincoln, Y. S. (1994). “Introduction: Entering the field of qualitative research”. In N. K. Denzin and Y. S. Lincoln (Eds.), Handbook of qualitative research (1st ed.; pp. 1–17).
  5. Thousand Oaks, CA: Sage. Dyer, Jeffrey H., Kale, Prashant and Singh, Harbir. (2001) “How to make strategic alliances work”, MIT Sloan Management Review, Vol.42. pp. 37-43.
  6. Genç, Nurullah and Öykü İyigün. (2011). “The role of organizational learning and knowledge transfer in building strategic alliances: A case study”, Procedia Social and Behavioral Sciences, Vol.24(2011), pp. 1124 Grant, Robert M., Baden-Fuller, Charles. (2004). “A knowledge accessing theory of strategic alliances”, Journal of Management Studies, Vol.41:1. pp. 61-84.
  7. Gulati, R. (1998). “Alliances and networks”, Strategic Management Journal, Vol.19, pp. 293-317.
  8. Hall, Wendy. (1995). Managing Cultures Making Strategic Relationships Work. John Wiley & Sons Publication. Hamel, Gary. (1991). “Competition for competence and inter-partner learning within international strategic alliances”, Strategic Management Journal, Vol.12, pp. 83-103.
  9. Huber, George P. (1991). “Organizational learning: the contributing processes and the literatures”, Organization Science, Vol.2, No.1. pp. 88-115.
  10. Huff, A. S., Floyd, S.W., Sherman, H. D. and Terjesen S. (2009). Strategic Management Logic and Action. John Wiley & Sons Publication, pp. 348-360.
  11. Kale, Prashant., Singh, Harbir, Perlmutter, Howard. (2000). “Learning and protection of proprietary assets in strategic alliances: building relational capital”, Strategic Management Journal, Vol.21. pp. 217-237.
  12. Khamseh, Hamid Mazloomi and Jolly, Dominique R. (2008). “Knowledge transfer in alliances: determinant factors”, Journal of Knowledge Management, Vol.12, pp.37-50.
  13. Kogut, B. (1988). “Joint ventures: theoretical and empirical perspectives”, Strategic Management Journal, Vol.9. pp. 319-332.
  14. Levitt, Barbara and March, James G. (1988). “Organizational learning”, Annual Revie