Differential Learning and Interaction in Alliance Dynamics: a Process and Outcome Discrepancy Model

Authors:
Rajesh Kumar;Kofi O. Nti
Affiliations:
-;-
Venue:
Organization Science
Year:
1998

Citing 0
Cited 8

Elucidating strategic network dynamics through computational modeling

Computational & Mathematical Organization Theory
A conceptual model of the strategic alliance process: from initiation to conclusion

International Journal of Networking and Virtual Organisations
Differential Gains Between Partners in Joint Ventures: Role of Resource Appropriation and Private Benefits

Organization Science
The Trap of Continual Ownership Change in International Equity Joint Ventures

Organization Science
Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Organization Science
A game-theoretical model for inter-organisational collaboration in information systems development

International Journal of Information Technology and Management
Dynamics in Strategic Alliances: A Theory on Interorganizational Learning and Knowledge Development

International Journal of Information Technologies and Systems Approach
The Impacts of Network Governance on the Performance of ITO: A Study of Taiwanese Firms

Journal of Global Information Management

Quantified Score

Hi-index	0.00

Visualization

Abstract

Our paper develops a dynamic theory of alliances by examining certain outcome and process discrepancies that may emerge as the partners interact, highlighting issues that are especially relevant in knowledge intensive alliances, such as joint R&D or product development. Firms enter into these types of alliances to create economic value and to acquire knowledge to enhance their competencies. The degree to which the partners can realize their objectives is dependent on their absorptive capacities and the collaborative strategies adopted by the partners. Outcome and process discrepancies may emerge as collaboration unfolds. Outcome discrepancies concern the ability of the partners to achieve their economic and learning objectives. Process discrepancies relate to the partners' satisfaction with the pattern of interaction, and affect their feelings of psychological attachment to the relationship. How the partners assess and react to discrepancies shapes the developmental path of an alliance. The alliance flourishes in certain states but may collapse in others as the collaboration is subjected to environmental changes or shifts in the grand strategies of the partners. Guidelines for assessing and managing outcome and process discrepancies are suggested.