Creating knowledge through collaboration

California Management Review

Volumn , Issue 1, 1996, Pages 123-140

  Inkpen, Andrew C ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0030359727     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.2307/41165879     Document Type: Article

References (35)

1. J.B. Quinn, The Intelligent Enterprise (New York, NY: Free Press, 1992).
2. The notion of the learning organization is explored in detail in P.M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990); P.M. Senge, C. Roberts, R. Ross, B.J. Smith, and A. Kleiner, The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization (New York, NY: Currency/Doubleday, 1994).
3. The notion of the learning organization is explored in detail in P.M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday, 1990); P.M. Senge, C. Roberts, R. Ross, B.J. Smith, and A. Kleiner, The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization (New York, NY: Currency/Doubleday, 1994).
4. J. Bleeke and D. Ernst, "Is Your Strategic Alliance Really a Sale?" Harvard Business Review, 73 (January/February 1995): 97-105.
5. P.F. Drucker, "The Network Society," Wall Street Journal, March 29, 1995, p. 12.
6. G. Hamel, Y. Doz, and C.K. Prahalad, "Collaborate With Your Competitors - and Win," Harvard Business Review, 67 (January/February 1989): 133-139.
7. There is a growing body of research dealing with learning and alliances. See J. Badaracco, The Knowledge Link: Competitive Advantage Through Strategic Alliances (Boston, MA: Harvard Business School Press, 1991); G. Hamel, "Competition for Competence and Inter-Partner Learning Within International Strategic Alliances," Strategic Management Journal, 12 (1991): 83-104; B. Kogut, "Joint Ventures: Theoretical and Empirical Perspectives," Strategic Management Journal, 9 (1988): 319-322; N.S. Levinson and M. Asahi, "Cross-national Alliances and Interorganizational Learning," Organizational Dynamics, 24 (Autumn 1965): 50-63.
8. There is a growing body of research dealing with learning and alliances. See J. Badaracco, The Knowledge Link: Competitive Advantage Through Strategic Alliances (Boston, MA: Harvard Business School Press, 1991); G. Hamel, "Competition for Competence and Inter-Partner Learning Within International Strategic Alliances," Strategic Management Journal, 12 (1991): 83-104; B. Kogut, "Joint Ventures: Theoretical and Empirical Perspectives," Strategic Management Journal, 9 (1988): 319-322; N.S. Levinson and M. Asahi, "Cross-national Alliances and Interorganizational Learning," Organizational Dynamics, 24 (Autumn 1965): 50-63.
9. There is a growing body of research dealing with learning and alliances. See J. Badaracco, The Knowledge Link: Competitive Advantage Through Strategic Alliances (Boston, MA: Harvard Business School Press, 1991); G. Hamel, "Competition for Competence and Inter-Partner Learning Within International Strategic Alliances," Strategic Management Journal, 12 (1991): 83-104; B. Kogut, "Joint Ventures: Theoretical and Empirical Perspectives," Strategic Management Journal, 9 (1988): 319-322; N.S. Levinson and M. Asahi, "Cross-national Alliances and Interorganizational Learning," Organizational Dynamics, 24 (Autumn 1965): 50-63.
10. There is a growing body of research dealing with learning and alliances. See J. Badaracco, The Knowledge Link: Competitive Advantage Through Strategic Alliances (Boston, MA: Harvard Business School Press, 1991); G. Hamel, "Competition for Competence and Inter-Partner Learning Within International Strategic Alliances," Strategic Management Journal, 12 (1991): 83-104; B. Kogut, "Joint Ventures: Theoretical and Empirical Perspectives," Strategic Management Journal, 9 (1988): 319-322; N.S. Levinson and M. Asahi, "Cross-national Alliances and Interorganizational Learning," Organizational Dynamics, 24 (Autumn 1965): 50-63.
11. Huber has explored the various ways by which organizations are exposed to new knowledge: congenital learning, experiential learning, vicarious learning, searching, and grafting. Of specific interest in this study is grafting knowledge from outside the organization's boundaries; for example, through mergers, acquisitions, and JVs. See G.P. Huber, "Organizational Learning: The Contributing Processes and a Review of the Literatures," Organization Science, 2 (February 1991): 88-117.
12. D.P. Hamilton, "Sony Expands in Computer-Linked Gear: Effort Requires Shift in Go-It-Alone Tradition," Wall Street Journal, April 14, 1995, p. A8.
13. D.H. Kim, "The Link Between Individual and Organizational Learning," Sloan Management Review, 35 (Fall 1993): 37-50.
14. I. Nonaka has written extensively in the area of knowledge creation. See I. Nonaka, "A Dynamic Theory of Organizational Knowledge," Organization Science, 5 (February 1994): 14-37; I. Nonaka, "The Knowledge creating Company," Harvard Business Review, 69 (November/December 1991): 96-104. Nonaka and Takeuchi have argued that one of the limitations of organizational learning theory is its failure to develop the concept of knowledge creation. See I. Nonaka and H. Takeuchi, The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation (New York, NY: Oxford University Press, 1995).
15. I. Nonaka has written extensively in the area of knowledge creation. See I. Nonaka, "A Dynamic Theory of Organizational Knowledge," Organization Science, 5 (February 1994): 14-37; I. Nonaka, "The Knowledge creating Company," Harvard Business Review, 69 (November/December 1991): 96-104. Nonaka and Takeuchi have argued that one of the limitations of organizational learning theory is its failure to develop the concept of knowledge creation. See I. Nonaka and H. Takeuchi, The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation (New York, NY: Oxford University Press, 1995).
16. I. Nonaka has written extensively in the area of knowledge creation. See I. Nonaka, "A Dynamic Theory of Organizational Knowledge," Organization Science, 5 (February 1994): 14-37; I. Nonaka, "The Knowledge creating Company," Harvard Business Review, 69 (November/December 1991): 96-104. Nonaka and Takeuchi have argued that one of the limitations of organizational learning theory is its failure to develop the concept of knowledge creation. See I. Nonaka and H. Takeuchi, The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation (New York, NY: Oxford University Press, 1995).
17. Nonaka, op. cit., 1994.
18. Nonaka and Takeuchi, op. cit., 1995.
19. G. Hedlund and I. Nonaka, "Models of Knowledge Management in the West and Japan," in P. Lorange, B. Chakravarthy, J. Roos, and A. Van de Ven, eds., Implementing Strategic Processes: Change, Learning, and Cooperation (Oxford: Basil Blackwell, 1993), pp. 117-144.
20. J.S. Brown and P. Duguid, "Organizational Learning and Communities of Practice: Towards a Unified View of Working, Learning, and Organization," Organization Science, 2 (February 1991): 40-57.
21. Nonaka, op. cit., 1994.
22. G. Hedlund, "A Model of Knowledge Management and the N-form Corporation," Strategic Management Journal, 15 (Special Issue 1994): 73-90.
23. E.G. Nevis, A. DiBella, and J.M. Gould, "Understanding Organizations as Learning Systems," Sloan Management Review, 23 (Winter 1995): 73-85.
24. R. Gulati, "Does Familiarity Breed Trust? The Implications of Repeated Ties for Contractual Choice in Alliances," Academy of Management Journal, 38 (February 1995): 85-112.
25. Nonaka, op. cit., 1994.
26. Senge, op. cit., 1990.
27. I. Nonaka, "Redundant, Overlapping Organizations: A Japanese Approach to Managing the Innovation Process," California Management Review, 32/3 (Spring 1990): 27-38.
28. Nonaka, op. cit., 1994.
29. Nonaka, op. cit., 1991.
30. On this point I disagree with Nonaka. Based on his observations of Japanese firms, Nonaka suggested that crisis-induced chaos can stimulate knowledge creation. My observations involving financial crisis suggest that crisis shuts down knowledge creation efforts. The explanation may lie in differences between Japanese and Western firm approaches to knowledge creation.
31. D. Levinthal and J.G. March, "The Myopia of Learning," Strategic Management Journal, 14 (Winter 1993): 95-112.
32. For example, see J.C. Abbeglen and G. Stalk, Kaisha: The Japanese Corporation (New York, NY: Basic Books, 1995).
33. One interpretation of the Japanese partners' willingness to send visitors to the JVs is that the visits provided an opportunity to learn about the American marketplace and business environment. Obviously, the American firms had little to learn in this area.
34. Hedlund and Nonaka, op. cit., 1993.
35. Hamel, op. cit., 1991.