Resource alignment, organizational distance, and knowledge transfer performance: the contingency role of alliance form

Yung-Chang Hsiao (), Chung-Jen Chen, Bou-Wen Lin and Chia-I Kuo
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Yung-Chang Hsiao: National University of Tainan
Chung-Jen Chen: National Taiwan University
Bou-Wen Lin: National Tsing Hua University
Chia-I Kuo: National Tsing Hua University

The Journal of Technology Transfer, 2017, vol. 42, issue 3, No 9, 635-653

Abstract: Abstract The main objective of this study was to examine empirically the moderating effects of two forms of alliances—equity-based and contract-based—on knowledge transfer performance. Using a quantitative analytical approach, the theoretical model and hypotheses in this study were tested based on empirical data gathered from the top 5000 Taiwanese companies listed in the yearbook published by the China Credit Information Service, Inc. in 2006. Data obtained from 107 valid and complete survey questionnaires were analyzed using correlation coefficients and multiple linear regressions. The results revealed that resource similarity was more positively associated with knowledge transfer performance when the alliance form is equity-based, whereas resource utilization was more positively related to knowledge transfer performance when equity-based alliances were adopted. In addition, organizational distance was more negatively related to knowledge transfer performance for equity-based alliances than for contract-based alliances.

Keywords: Resource alignment; Organizational distance; Alliance form; Knowledge transfer (search for similar items in EconPapers)
JEL-codes: M10 (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (2)

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DOI: 10.1007/s10961-016-9505-4

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