Sharing Knowledge in Strategic Alliances to Build Collaborative Advantage

Sharing Knowledge in Strategic Alliances to Build Collaborative Advantage

Fátima Guadamillas Gomez (University of Castilla-La Mancha, Spain), Mario Javier Donate Manzanares (University of Castilla-La Mancha, Spain) and Jesús David Sánchez de Pablo González del Campo (University of Castilla-La Mancha, Spain)
DOI: 10.4018/978-1-59140-893-2.ch005
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This chapter studies the transmission and sharing of knowledge in strategic alliances. First of all, the authors explain the existence of alliances from different theoretical perspectives. They argue that resource and knowledge-based views of the firm offer an adequate approach for the understanding of social and strategic aspects involved in the achieving of a collaborative advantage. Secondly, they examine information technology (IT) tools that are critical for enabling and supporting information and knowledge-sharing processes among partners. Also, they emphasize other important problems that make the effective development of collaborative activities and knowledge sharing in strategic alliances difficult: distrust between partners and cultural barriers in relation to collaboration; the excessive technological and knowledge diversity or similarity among partners that makes learning more difficult; and the governance structure of the alliance. Finally, some practical solutions are proposed: the correct use of IT tools, some organizational measures, human resource practices, and the limitation of the scope of the agreement.

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