The effect of learning approaches on the utilization of external knowledge in strategic alliances

Hamid Mazloomi Khamseh, Dominique Jolly and Laure Morel ()
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Hamid Mazloomi Khamseh: ESC [Rennes] - ESC Rennes School of Business
Dominique Jolly: Webster - Webster University Geneva
Laure Morel: ERPI - Equipe de Recherche sur les Processus Innovatifs - UL - Université de Lorraine

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Abstract: Profiting from external knowledge is crucial for a firm's innovation, and strategic alliances are a well-recognized conduit for bringing the benefit of external knowledge as an input to a firm's innovation processes. This study investigates whether the approach a firm follows for learning from an external partner has an impact on the extent to which the learned knowledge is utilized. By contrasting the exploration and the exploitation learning modes in 114 strategic alliances formed by French firms, the authors show that exploration is positively associated with the utilization of knowledge learned from the partner. Furthermore, the findings show that even when the partners' knowledge profiles are alike, exploration is influential.

Keywords: Dissimilarity; Exploration; Strategic alliance; Search; External knowledge utilization (search for similar items in EconPapers)
Date: 2017-05
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Citations: View citations in EconPapers (5)

Published in Industrial Marketing Management, 2017, 63, pp.92-104. ⟨10.1016/j.indmarman.2016.12.004⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02004389

DOI: 10.1016/j.indmarman.2016.12.004

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