Skip to main content
Article thumbnail
Location of Repository

Learning and development processes in inter-organisational collaborations

By Anna Goussevskaia

Abstract

It has long been recognised that inter-organisational collaborations have great potential for learning and knowledge creation, although there has been very limited attention paid to the way in which organisations actually create new knowledge jointly. The present study contributes to this area of research, and examines the processes that facilitate and constrain new knowledge creation in inter­-organisational collaboration. It draws upon five longitudinal case studies of inter-­organisational collaborations across different sectors: pesticides, biotechnology, life sciences, engineering manufacturing, and software development. The study conceptualises inter-organisational learning as production and re-production of inter-­organisational rules that govern inter-organisational relationship, and facilitate and shape joint knowledge creation. The study advances understanding of the mechanisms underlying inter-organisational learning which rely on such aspects of collaboration as the nature of inter-partner interactions, interdependency between collaborating organisations, and power balance among partners. The longitudinal analysis of inter-organisational learning in the course of collaboration development also contributes to understanding of the relationship between inter-organisational learning and collaboration dynamics. The findings indicate that inter-organisational learning can have positive, as well as negative, effects on collaboration development. The results also suggest that inter-organisational learning closely co­evolves with the developmental dynamics of collaboration, meaning that inter-­organisational learning is not only a product of collaboration development, but is also a force capable of shaping it

Topics: HD
OAI identifier: oai:wrap.warwick.ac.uk:2629

Suggested articles

Citations

  1. (2002)'Knowlcdgc-based perspectives on organizations: situated knowledge, novelty, and communities of practice. doi
  2. (2002)'Leaming in dynamics inter-firm networks: the efficacy of multiple contacts! doi
  3. (2003a)'Intra- and interorganizational leaming processes: an empirical comparison.
  4. (2004)'Experiental learning processes of exploitation and exploration within and between organizations: an empirical study of product development. doi
  5. 1) 'Absorptive capacity, learning, and performance in international joint ventures. 'Strategic Management doi
  6. (1999). 7he transfer of resources and competencies for developing technological capabilities - the case of Fujitsu-ICL. doi
  7. (1992). A behavioral theory of thefirm.
  8. (2003). A dynamic model of inter- and interorganizational learning. doi
  9. (1978). A realist theory ofscience. Hassocks,
  10. (1988). A study of the life cycle ofjoint ventures.
  11. (1997). abroad, working with others: how firms learn to operate international joint ventures. 'Academy ofManagement doi
  12. (1990). Absorptive capacity: a new perspective on leaming and innovation. doi
  13. (1978). Ae external control oforganizations. A resource dependence perspective. Harper and Row.
  14. (1999). Ambiguity and the process of knowledge transfer in strategic alliances. ' doi
  15. (1982). An evolutionary theory ofeconomic change.
  16. (1997). An organizational assessment of interfirm coordination modes. doi
  17. (2000). and managing a high-performance knowledge-sharing network: the Toyota case. 'Strategic doi
  18. (2002). Blocked opportunities for bio-control. 1 Pesticides News 57:
  19. (2000). Building partnerships: case studies of clientcontractor collaboration in the UK construction industry. ' doi
  20. (1999). Building process theory with narrative: from description to explanation. 'Academy ofManagement doi
  21. (1997). capabilities and strategic management. doi
  22. (1984). Case study research: design and methods. doi
  23. (1996). collaboration and the locus of innovation: networks of learning in biotechnology. doi
  24. (2000). Collaboration networks, structural holes, and innovation: a longitudinal study. doi
  25. (1991). Comparative economic organization: the analysis of discrete structural altematives. doi
  26. (1990). core competence of the corporation! doi
  27. (1978). Designing semi-conflusing information system for organizations in changing environments. doi
  28. (1994). Developmental processes of cooperative interorganizational relationships. 'Academy ofManagement doi
  29. (1998). Differential learning and interaction in alliance dynamics: a process and outcome discrepancy model. doi
  30. (1997). Disciplines of organizational learning: contributions and critiques. doi
  31. (1991). diversity, organizational learning, and longevity in global strategic alliances. doi
  32. (1999). epistemologies: the generative dance between organizational knowledge and organizational knowing. doi
  33. (1995). Explaining development and change in organizations. 'Academy ofManagement doi
  34. (1996). Exploring internal stickiness: impediments to the transfer of best practice within the firrn. ' doi
  35. (2002). Failure as a consequence of partner politics: learning from the life and death of an international cooperative venture! doi
  36. (2000). Framework ofjoint venture development: theory building through qualitative research. doi
  37. (1997). From inductive to iterative grounded theory: zipping the gap between process theory and process data. ' doi
  38. (1993). Informal collaboration in R&D. The formation of networks across organizations. doi
  39. (2000). Instabilities of strategic alliances: an internal tension perspective. ' doi
  40. (1995). Inter-firm networks: antecedents, mechanisms and forms. doi
  41. (1980). Interorganizational dialectics. 'Administrative doi
  42. (2002). Joint venture development: driving forces towards equilibrium! doi
  43. (2002). Knowing in practice: enacting a collective capability in distributed organizing! doi
  44. (1995). Knowledge and the speed of the transfer and imitation of organizational capabilities: an empirical test. doi
  45. (1993). Knowledge and the theory of organizations: organizations as activity systems and the reframing of management. doi
  46. (1999). Knowledge management and innovation: networks and networking. 'Journal ofKnowledge doi
  47. (1999). Knowledge management capabilities for steel makers: a British-Japanese corporate alliance for organizational learning. doi
  48. (1992). Knowledge of the finn, combinative capabilities, and the replication of technology. doi
  49. (1997). Knowledge, bargaining power, and the instability of international joint ventures. 'Academy ofManagement doi
  50. (1995). Knowledge, knowledge work and organizations: an overview and interpretation. doi
  51. (1999). Leaming in imaginary organizations: creating interorganizational knowledge. doi
  52. (1998). Learning from failure: towards an evolutionary model of collaborative ventures. doi
  53. (1990). Longitudinal field research methods for studying process of organizational change! doi
  54. (1990). Longitudinal field research on change: theory and practice. doi
  55. (1997). making in inter-firm networks as a political process! doi
  56. (1998). management processes and international joint ventures! doi
  57. (1997). manufacturing: evidence from the automotive components industry! doi
  58. (1990). Methods for studying innovation development in the Minnesota Innovation Research Program', doi
  59. (1993). myopia of leaming. doi
  60. (1992). Network dyads in entrepreneurial settings: a study of the governance of exchange relationships. doi
  61. (1992). Networks and organizations. Structure, from and action. doi
  62. (2000). Networks, knowledge and power: decision making, politics and the process of innovation! doi
  63. (1996). networks, learning and flexibility: sourcing scientific knowledge in new biotechnology firms. ' doi
  64. (2001). New drug development in U. doi
  65. (2004). On the dialectics of strategic alliances. doi
  66. (2001). organizational change and development: challenges for future research. ' doi
  67. (1983). Organizational Icarning. '
  68. (1988). Organizational leaming.
  69. (1992). Organizational learning and personnel turnover, ' Organization Science 3: doi
  70. (1999). organizational learning framework: from intuition to institution. 'Academy ofManagement doi
  71. (1993). Organizational learning: a review of some literatures! doi
  72. (1978). Organizational learning: a theory ofaction perspective. doi
  73. (1996). Organizational learning: affinning an oxymoron. 'in doi
  74. (1994). Organizational routines are stored as procedural memory: evidence from a laboratory study. doi
  75. (1993). Organizations working together. doi
  76. (1977). Outline ofa theory ofpractice. Cambridge:
  77. (2003). Paradigmatic controversies, contradictions, and emerging confluences. 'in.
  78. (2000). Parent firm performance across international joint venture lifecycle stages. doi
  79. (1990). primer on sequence methods. ' doi
  80. (1992). Problems of explanation in economic sociology. '
  81. (1994). Qualitative data analysis. doi
  82. (1989). Rediscovering institutions. 71e organizational basis ofpolitics. doi
  83. (2000). Reflexive methodology. New vistasjor qualitative research. doi
  84. (1998). Relative absorptive capacity and interorganizational leaming. doi
  85. (1996). Resource-based view of strategic alliance formation: strategic and social affects in entrepreneurial firms. doi
  86. (1991). resources and sustained compatitive advantage. doi
  87. (2003). Resources, knowledge and influence: the organizational effects of interorganizational collaboration! doi
  88. (2002). routines and perfonnance in strategic alliances. doi
  89. (1998). scope of alliances! doi
  90. (2003). situatedness: the importance of power relations in learning theory! doi
  91. (1996). Strategic alliances and interfirm knowledge transfer. doi
  92. (1999). Strategies for theorizing from process data. doi
  93. (1998). Strategies of engagement: lessons from the critical examination of collaboration and conflict in an interorganizational domain. doi
  94. (1979). studying organizational cultures. doi
  95. (1996). Sustained product innovation in large, mature organizations: overcoming innovation-to-organization problems. doi
  96. (1996). Talking about machines: an ethnography of a modern job. doi
  97. (1998). Tearning by association? Interorganizational networks and adaptation to environmental change. 'Academy ofManagement doi
  98. (1995). The Art of Case Study Research. London: Sage doi
  99. (1998). The co-evolution of strategic alliances. doi
  100. (1990). The consequences ofmodernity.
  101. (1984). The constitution ofsociety: outline ofthe theory ofstructuration.
  102. (1967). The discovery ofgrounded theory. London: Weidenfeld and Nicolson.
  103. (1992). The duality of technology: rethinking the concept of technology in organizations. doi
  104. (1998). The dynamics of learning alliances: competition, cooperation, and relative scope. ' doi
  105. (2000). The dynamics ofrules.
  106. (1996). The evolution of cooperation in strategic alliances: initial conditions or learning processes? 'Strategic doi
  107. (1996). The firm as a distributed knowledge system: a constructionist approach. doi
  108. (1997). The institutionalization and evolutionaty dynamics of interorganizational alliances and networks..
  109. (1998). The interorganizational learning dilemma: collective knowledge development in strategic alliances. doi
  110. (1995). The knowledge creating company. doi
  111. (1993). The link between individual and organizational leaming. 'Sloan Management Review Fall:
  112. (2000). The network as knowledge: generative rules and the emergence of structure. ' doi
  113. (1991). The nontraditional quality of organizational leaming. doi
  114. (1994). The organizational learning cycle: how we can learn collectively.
  115. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. doi
  116. (1997). The relationship between control and partner leaming in learning-related joint ventures. ' doi
  117. (1979). The social psychology of organizing. doi
  118. (1994). The social theory ofpractices: tradition, tacit knowledge, and presuppositions. Chicago:
  119. (1967). The tacit dimension. London: Routledge
  120. (1959). The theory ofthe growth of thefirm.
  121. (1997). Theformation of inter-organizational networks.
  122. (1983). Towards a realist perspective! in G. Morgan (eds) Beyond method. Strategiesfor social research.
  123. (1997). Transacting in the state of union: a case study of exchange governed by convergent interests. doi
  124. (2000). Transaction cost and resource-based explanations ofjoint ventures: a comparison and synthesis. doi
  125. (1996). trust and inter-firm technological linkages: some theoretical associations', in
  126. (2000). Trust and inter-organizational networking.
  127. (1996). Understanding 'strategic alliances: the limits of transaction cost economics. 'in
  128. (1996). Understanding power: bringing about strategic change. doi
  129. (1989). validity of idiographic research explanations. doi
  130. (1997). What is a processual analysis? 'Scandinavian doi
  131. (2001). What is organizational knowledge? 'Journal ofManagement doi
  132. (2000). Where learning is: metaphors and situated learning in a planning group. doi
  133. (1942). World Hypotheses. Berkely:

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.