Learning mechanisms and differential performance in alliance portfolios

Koen H. Heimeriks · Geert M. Duysters · Wim P.M. Vanhaverbeke

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Innovation and Knowledge Management International Business and FDI Business Strategy and Innovation

Abstract

This study assesses the differential performance effects of learning mechanisms in alliance portfolios. Investigating two distinct types of learning mechanisms (i.e. integrating and institutionalizing mechanisms), the results show that different learning mechanisms have different performance effects at distinct levels of alliance experience.The results are based on a detailed survey among alliance managers and vice-presidents of 192 firms reporting on over 3400 alliances formed over the period 1997—2001.The main lesson from this study is that firms can deliberately develop their alliance capabilities by using integrating mechanisms to transfer prior experiences.

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References

1997Dynamic capabilities and strategic management 1991Exploration and Exploitation in Organizational Learning 1983An Evolutionary Theory of Economic Change.1986Self-Reports in Organizational Research: Problems and Prospects 1990Foundations of social theory 2000Dynamic capabilities: what are they?1997Organizational Learning: A Theory of Action Perspective 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation

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