Building Organizational Capabilities to Make Alliances Successful: The Role of Knowledge Management

• Yasuda Hiroshi

  Professor, Graduate School of Business, Aoyama Gakuin University

Abstract

The purpose of this study is to discuss and analyze the organizational capabilities of firms that lead strategic alliances to success, namely the alliance management capabilities. Based on the principles underlying knowledge-based theories, the study aims to answer the questions of what alliance management capabilities are, how knowledge management contributes to building them, and what mechanisms are required to activate knowledge management and enhance alliance management capabilities. Mechanisms are classified into four, which are functions, tools, processes and external networks, and the study analyzes how each of these four mechanisms influences the alliance management capabilities, using the data gained from a survey of 1,369 managers. The analysis finds that tools and processes strongly activate knowledge management, thereby leading to the enhancement of alliance management capabilities, while the effects of functions and external networks are limited. It also reveals that the accumulation of alliance experience significantly advances alliance management capabilities; however, it mitigates the influence of knowledge management on alliance management capabilities.

Journal

• Journal of Strategic Management Studies

  Journal of Strategic Management Studies 12 (1), 7-22, 2020-10-30

  The International Academy of Strategic Management

Keywords

• alliance management capabilities
• knowledge management
• alliance performance
• alliance experience

Details

• CRID: 1391975276382795136
• NII Article ID: 130007932160
• DOI: 10.24760/iasme.12.1_7
• ISSN: 2434124X
• ISSN: 18839843
• Text Lang: en
• Data Source:
  • JaLC
  • CiNii Articles
  • KAKEN
• Abstract License Flag: Disallowed