This paper examines how members of a strategic alliance (referred to as the Alliance) develop knowledge through networking relationships that may or may not contribute to competitive advantage. A 1994 survey of Alliance general managers revealed that the reasons they gave for joining were related to maintaining and improving competitiveness through sharing management know-how, training costs and programs, engaging in joint tendering and increasing market share (Fulop and Kelly, 1995). Ten years later, in 2004 and again in 2008, the authors revisited the Alliance in order to discover whether some of these objectives had been achieved, the forms of learning that may have occurred among partners, and the role that trust has played in the knowledge sharing processes
