Knowledge Transfer Methods in Strategic Alliances

KNOWLEDGE TRANSFER METHODS IN STRATEGIC ALLIANCES
Knowledge Transfer Methods in Strategic Alliances
Achieving sustainable competitive advantage through knowledge transfer, culture, and trust in foreign parent and international joint venture (IJV) partnerships

International Business Research
KNOWLEDGE TRANSFER METHODS IN STRATEGIC ALLIANCES 2
Abstract: Trust, cultural and relational embeddedness, along with control synergies, comprise relational capital, representing an area of considerable importance in an international joint venture (IJV) relationship. The objective of this paper is to consider the various ways through which foreign parents and IJV partners interact and how certain components of their relationship impact knowledge transfer, organizational learning and, therefore, competitive advantage. Keywords: culture, trust, job security, knowledge transfer, international joint venture (IJV), competitive advantage.
Introduction
We live in a global market environment, which has provided boundless opportunities for organizational growth. These opportunities come with the benefit of access to new expanded markets, but are often accompanied by a number of operational challenges for organizations.
The approaches to solving these challenges are often as unique as the partnerships themselves and no single solution will fit all situations.
One opportunity through which a growth-oriented company may increase their global footprint is through strategic alliance. International Joint Ventures (IJVs) have become one of the most common means of international expansion because they enable firms to compete in complex environments (Hajidimitriou, Sklavounos & Rotsios, 2012). A strategic alliance can offer access to new product lines and resources, expanded services, emerging markets, increased brand exposure, advanced expertise, and a broader knowledge base. Foreign parent companies who are entertaining the possibility of a long-term IJV

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