Different Perspectives on KM 2.0 New Practices and Web 2.0 Tools at Renault-Nissan Alliance Since 2000

Different Perspectives on KM 2.0 New Practices and Web 2.0 Tools at Renault-Nissan Alliance Since 2000

Nabyla Daidj (Télécom Ecole de Management, Institut Mines-Télécom, Paris, France)
DOI: 10.4018/jsita.2013040101
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The objective of this chapter was to understand how a “hybrid organization” (two automobile manufacturers Renault and Nissan within a strategic alliance) uses social networking and Web 2.0 tools to collaborate not only inside traditional organizational boundaries and within the alliance structure but also across geographical frontiers. Nissan has gradually lost its historic status as keiretsu as a result of its strategic alliance with the Renault. This alliance has had numerous consequences for the organizational structure of Nissan, even though both companies have maintained their identity by maintaining the two brands internationally. KM practices have evolved since the beginning of the strategic alliance. Two phases can be considered. During the first three years of the alliance, the two car manufacturers relied mainly on their own specific KM practices and processes. The second phase started in 2004 with the development of KM 2.0 and web 2.0 tools. The adoption of these tools by Renault has led to increased collaboration between the two manufacturers. The third period (2011-2013) is characterised by the development of collaborative tools and practices during which the Renault-Nissan alliance may enter a new phase of maturity.
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2. From Nissan To The Renault-Nissan Alliance

The 1990s saw significant growth in international strategic alliances (Mowery, 1988; Mytelka, 1991; Hagedoorn, 1996), paralleling the increase in cross-border mergers and acquisitions (M&As). The “hypercompetition” context (D’Aveni & MacMillan, 1994) has created a significant incentive for organizations to collaborate particularly in the automotive industry. In this sector at a general level, car manufacturers look for alliances to achieve global economies of scale in production (and then to reduce costs), to attain a critical mass, and also to secure sufficient financial resources to develop leading-edge technologies for the next generation of “eco-friendly” cars (Kang & Sakai, 2000).

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