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The reconfiguration of practical knowledge in competitive alliances

The reconfiguration of practical knowledge in competitive alliances The nature and value of knowledge transfer and inter-organisational learning processes within cooperative alliances are well known. Less attention, however, has been paid to inter-organisational learning processes within 'competitive collaborations'. Particularly, the nature and extent of information system use within inter-organisational knowledge management practices has been under-explored. In this paper, we use a micro-political change lens to reveal the nature of inter-organisational learning and practical knowledge transformation. Drawing upon two case studies of competitive alliances in the retail sector, our findings suggest that inter-organisational learning and practical organisational knowledge transfer is uneven at an operational level. We investigate the relationship between value creation and inter-organisational information system use in competitive collaboration processes and argue that further development of competitive alliance theory at the sub-organisational level is required. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Knowledge Management Studies Inderscience Publishers

The reconfiguration of practical knowledge in competitive alliances

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Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd. All rights reserved
ISSN
1743-8268
eISSN
1743-8276
DOI
10.1504/IJKMS.2010.030788
Publisher site
See Article on Publisher Site

Abstract

The nature and value of knowledge transfer and inter-organisational learning processes within cooperative alliances are well known. Less attention, however, has been paid to inter-organisational learning processes within 'competitive collaborations'. Particularly, the nature and extent of information system use within inter-organisational knowledge management practices has been under-explored. In this paper, we use a micro-political change lens to reveal the nature of inter-organisational learning and practical knowledge transformation. Drawing upon two case studies of competitive alliances in the retail sector, our findings suggest that inter-organisational learning and practical organisational knowledge transfer is uneven at an operational level. We investigate the relationship between value creation and inter-organisational information system use in competitive collaboration processes and argue that further development of competitive alliance theory at the sub-organisational level is required.

Journal

International Journal of Knowledge Management StudiesInderscience Publishers

Published: Jan 1, 2010

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