Synergies in Strategic Alliances: Motivation and Outcomes of Complementary and Synergistic Knowledge Networks

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    Abstract

    This paper aims at contributing to the research concerning alliance dynamics by combining elements from research considering motives for alliance formation and alliance outcomes. This paper draws on the resource-based view of the firm, suggesting that firms’ competitive advantages derive from their preferential access to idiosyncratic resources, especially tacit knowledge-related (based) resources. However, by integrating the resource-based view into the network perspective, the main arguments focus on the relationship between conditions for alliance formation and outcomes and the impact of learning on the dynamic evolution of alliances. The paper breaks with the traditional assumption of complementarity of resources (or resource-bases) as a necessity for successful collaboration, and proposes a different and more dynamic approach to alliance formation in the pursuit of what seems to be the ultimate goal of strategic alliances: Synergy. Ultimately, this paper identifies two different types of knowledge networks: Complementary Knowledge Networks and Synergistic Knowledge Networks, which, depending on the initial motivation and conditions, will lead to different outcomes in terms of learning and knowledge creation for the partners.
    Original languageEnglish
    Place of PublicationFrederiksberg
    PublisherDepartment of International Economics and Management, Copenhagen Business School
    Number of pages26
    Publication statusPublished - 2000
    SeriesWorking Paper / Department of International Economics and Management, Copenhagen Business School
    Number4-2000

    Keywords

    • Synergy
    • Resource-based view
    • Strategic alliance
    • Knowledge creation

    Cite this

    Nielsen, B. B. (2000). Synergies in Strategic Alliances: Motivation and Outcomes of Complementary and Synergistic Knowledge Networks. Department of International Economics and Management, Copenhagen Business School. Working Paper / Department of International Economics and Management, Copenhagen Business School, No. 4-2000