The adoption of radical and incremental innovations: an empirical analysis
Management Science
Knowledge Management Processes and International Joint Ventures
Organization Science
Knowledge Search in International Cooperative Ventures
Organization Science
Deliberate Learning and the Evolution of Dynamic Capabilities
Organization Science
Product Development Decisions: A Review of the Literature
Management Science
Organizing New Product Development Projects in Strategic Alliances
Organization Science
Learning to Contract: Evidence from the Personal Computer Industry
Organization Science
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In emerging economies, firms use strategic alliances to access and learn from partners' knowledge and thus enhance their innovativeness, especially when the partners have complementary knowledge sets. However, differences in cultural and business practices, as well as a lack of trust between local and foreign firms, make it more difficult for both partners to absorb and integrate their complementary knowledge bases. In emerging economies, strategic alliances often are associated with weak legal and regulatory environments that make the integration of complementary knowledge sets challenging. Existing literature lacks a clear explanation of the effect of knowledge complementarity on new product innovativeness; in response, this article examines the moderating role of new product development process characteristics and external environmental factors. Among a sample of high-tech strategic alliances in China, new product development process interdependence and environmental dynamism positively moderate the effect of knowledge complementarity on new product innovativeness, whereas expropriation risks negatively moderate its effect.