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Creating Value with KnowledgeInsights from the IBM Institute for Business Value$
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Eric Lesser and Lawrence Prusak

Print publication date: 2004

Print ISBN-13: 9780195165128

Published to Oxford Scholarship Online: October 2005

DOI: 10.1093/0195165128.001.0001

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Knowledge Resource Exchange in Strategic Alliances

Knowledge Resource Exchange in Strategic Alliances

Chapter:
(p.145) 10 Knowledge Resource Exchange in Strategic Alliances
Source:
Creating Value with Knowledge
Author(s):

Salvatore Parise

John C. Henderson

Publisher:
Oxford University Press
DOI:10.1093/0195165128.003.0010

This chapter focuses on the different types of knowledge that are shared within an alliance relationship, and how the knowledge exchanges between different partners can influence the development of a larger alliance strategy. It presents a conceptual model, the Partner Resource Exchange Model, that addresses the nature of the knowledge resource exchange based on three critical dimensions of knowledge (tacitness, specificity, and complexity), as well as the role of the partner in an industry context (complementor, competitor, supplier, customer, and other). Alliance announcements from two major computer hardware firms: Sun Microsystems, Inc. and Dell Computer Corporation, from 1990 to 1998, were analyzed to illustrate the application of the model.

Keywords:   knowledge sharing, alliance relationship, Partner Resource Exchange Model, alliance strategy, tacitness, specificity, complexity

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