Strategic Management Journal, 29 (4), 2008 – interesting articles

[Deutscher Titel: Strategic Management Journal, 29 (4), 2008 - interessante Artikel (Text übersetzen: Deutsch)]

Strategic Management Journal
Volume 29, Issue 4, 2008

Know-how transfer: the role of social, economic/competitive, and firm boundary factors 425-445
Ariff Kachra, Roderick E. White

• Abstract: Using policy capture methodology, this study examines the effect of different contextual cues upon the know-how transfer efforts reported by 79 biotechnology R&D scientists. Theoretically, these different cues are believed to affect the scientists’ expectation of reciprocity, and thus their know-how transfer behavior. Three types of contextual cues between the know-how source and recipient were studied: competitiveness, social relationship, and within or across firm boundaries. We find these cues are associated, in the expected directions, with know-how transfer effort. The findings support a general theory of reciprocity whereby social, competitive, and firm boundary cues have a summative effect upon the expectation of reciprocity and know-how transfer. This is the first study to examine how these cues taken together influence the know-how transfer decision. Copyright © 2008 John Wiley & Sons, Ltd.
• Keywords: knowledge • reciprocity • firm boundaries • social relationships • competition • embeddedness
• Digital Object Identifier (DOI): 10.1002/smj.668 

Knowledge transfer and international joint ventures: the case of NUMMI and General Motors 447-453
Andrew C. Inkpen

• Abstract: Using a case study of NUMMI, a joint venture between General Motors (GM) and Toyota, this research note examines alliances and knowledge transfer with a focus on the organizational processes used to transfer knowledge. The results suggest two possible explanations for the knowledge transfer outcome. The primary explanation is that the systematic implementation of knowledge transfer mechanisms can overcome the stickiness and causal ambiguity of new knowledge. A second explanation is that creating successful knowledge transfer should be viewed from a change management perspective in which trial and error learning experiences and experimentation support the transfer outcome. Copyright © 2007 John Wiley & Sons, Ltd.
• Keywords: alliance • joint venture • knowledge transfer • learning
• Digital Object Identifier (DOI): 10.1002/smj.663 

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