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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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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 18 October 2021

Knowledge Resource Exchange in Strategic Alliances

Knowledge Resource Exchange in Strategic Alliances

(p.145) 10 Knowledge Resource Exchange in Strategic Alliances
Creating Value with Knowledge

Salvatore Parise

John C. Henderson

Oxford University Press

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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