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By K. Heimeriks

Alliances have gotten an ever extra very important strategic weapon to reach many industries. This e-book describes how numerous top organizations have succeeded in studying tips to deal with their alliance portfolios and makes use of leading edge learn to provide suggestion on alliance administration abilities.

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By K. Heimeriks

Alliances have gotten an ever extra very important strategic weapon to reach many industries. This e-book describes how numerous top organizations have succeeded in studying tips to deal with their alliance portfolios and makes use of leading edge learn to provide suggestion on alliance administration abilities.

Show description

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Evolutionary economics (EE) Routines Organizational memory Selection, retention, replication cycle Cyert and March, 1963; Campbell, 1969; Highlights the process involved in leveraging Nelson and Winter, 1982; Aldrich, 1999; experiences through routines and describes Lewin and Volberda, 1999; Williamson, 1999; routines as a source of inertia. Karim and Mitchell, 2000. Organizational learning theory (OL) Absorptive capacity Learning barriers Experience internalization Fiol and Lyles, 1985; Stata, 1989; Cohen and Emphasizes the need to internalize knowledge Levinthal, 1990; Senge, 1990a, b; Huber, 1991; gained through experience and directs March, 1991; Levinthal and March, 1993; attention to learning barriers.

Overall, although it touches on some aspects put forward by organizational economics (Williamson, 1975; 1991; Porter, 1980; Foss, 1997a), the RBV can be said to be an ‘introverted’ perspective of the strategic management literature (Combs and Ketchen, 1999; Barney, 2002), as it emphasizes A Literature Review of Alliance Research 31 the role of specific (investments in) resources and the barriers these create, which allow firms to yield above-average rents. Alliance research has built on the RBV in two ways.

Last, the KBV as a theory contributes to the purpose of this study, as it is knowledge that is the basic ingredient of intangible resources, capabilities and routines and hence essentially is the key inimitable resource of the firm (Leonard-Barton, 1992; Grant, 1996a; Lewin and Volberda, 1999). The theoretical framework is designed in a certain way, which relates to the logic of the individual theories and to the purpose of this study. With respect to the logic of the framework a number of issues should be mentioned.

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