By K. Heimeriks
Alliances have gotten an ever extra very important strategic weapon to achieve many industries. This ebook describes how quite a few top businesses have succeeded in studying how one can deal with their alliance portfolios and makes use of innovative examine to supply recommendation on alliance administration abilities.
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For instance, by sharing (or ‘acquiring’) knowledge among different units or department, the people within that unit may find it helpful to better fulfil their practices as a consequence of which they may decide to adjust their practices and ‘store’ it in the organizational memory (Walsh and Ungson, 1991). 9 In general, learning allows a firm to improve its ability to anticipate and respond to contingencies that cannot be prescribed (Anand and Khanna, 2000). Organizational learning theory proposes that trial and error lie at the 38 Developing Alliance Capabilities very root of organizational learning, which is done by ‘adopting those routines, procedures, or strategies that lead to favorable outcomes’ (Levitt and March, 1988: 322).
Given the relative youth of this field of study and the complexity of the topic under investigation, this book relies on a mix of theoretical underpinnings to shed light on the alliance capability development process. It links different concepts that were previously treated as theoretically distinct and tested as unrelated constructs. In this way, the potential theoretical contributions are highly relevant as the book seeks to extend current understanding of the ingredients of the alliance capability development process.
1996b; Chiesa and Manzini, 1997; Sanchez, 2001a,c, 2002). Therefore, a competence is often said to represent the specific constellation of resources, organizational processes and capabilities unique to the firm. Rumelt (1984: 15–16) summarizes four key characteristics of a core competence. First, core competences span across products or business units. This characteristic emphasizes the fact that a core competence consists of an integrated bundle of unique skills (Hamel, 1994). Second, a firm’s core competence changes more slowly than for instance the products they bring forward.