Strategic alliances, organizational learning, and competitive advantage: The HRM agenda

Vladimir Pucik

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Organizational Learning and Leadership Innovation and Knowledge Management Human Resource and Talent Management

Abstract

Abstract In the context of strategic alliances that involve competitive collaboration, the competitive advantage of a firm can be protected only through its capability to accumulate invisible assets by a carefully planned and executed process of organizational learning. As this process is embedded in people, many of the necessary capabilities are closely linked to HRM strategies and practice. The article advocates that the transformation of the HR system to support the process of organizational learning is the key strategic task facing the HR function in firms engaged in international cooperative ventures.

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References

1986Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy 1981How Organizations Learn and Unlearn 1987Mobilizing Invisible Assets 1989Cooperative Strategies in International Business 1988The competitive challenge: Strategies for industrial innovation and renewal 1985Strategies for joint ventures 1983Strategies for joint venture success 1985Triad Power: The Coming Shape of Global Competition

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2003Achieving Cooperation in Multiparty Alliances: a Social Dilemma Approach to Partnership Management 1991External Linkages and Innovation in Small and Medium-Sized Enterprises 1997The Relationship Between Control and Partner Learning in Learning-Related Joint Ventures 1992Organizational learning: A review of the literature with implications for HRD professionals 2005HRM practices and MNC knowledge transfer 1995Human Resource Management and Firm Performance: Testing a Contingency Model of Executive Controls

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