The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms**
Management Revue › Band 19 Nr. 1/2, Januar 2008
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Zusammenfassung
This article offers a critical assessment of the role of strategic alliances in gaining sustainable competitive advantage through building knowledge assets. To do so, it develops a conceptual model, in which three key concepts: the role of "knowledge assets" in gaining "sustainable competitive advantage" via "strategic alliances" between firms are defined and related to each other. It argues core competencies and dynamic capabilities of firms depend on knowledge assets of the firm. In turn, knowledge assets of the firm determine its sustainable competitive advantage. Furthermore, it explicates how knowledge assets can be exploited or explored in a strategic alliance context. In addition, by offering a new conceptual model, this article contributes to our understanding of the linkages among knowledge building and collaborative ventures between firms and stimulates further research on strategic alliances.
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The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms**
Introduction
The last two decades have witnessed an increasing number of inter-firm partnerships, as firms have had to deal with rapidly changing environments while competing effectively in the global market place. Pressure from globalization, technological advancements, customer expectations, and changes in regulations have led firms seeking partners with complementary resources and capabilities. Consequently, strategic alliances between business firms have been a focus of attention of both scholars and managers. They have been viewed as powerful instruments for competitive advantage of firms. However, it can be argued that, in the long run, not only obtaining competitive advantage, but also gaining sustainable advantage is crucial for the success of firms. In addition, Resource-Based View (RBV) of the firms suggests that only firms with valuable, rare, imitable, and non-substitutable resources and capabilities achieve sustainable competitive advantages (Barney 1991; Peteraf 1993). In fact, prior to RBV, resource dependence approach explain some network relationships between organizations and embeddedness in networks (Peffer/Salancik 1978; Granovetter 1985). However, RBV pronounced these firm resources and their relationships to sustainable competitive advantage clearly. In this context, of the most critical resources of firms, its ...Siehe den Gesamtinhalt dieses Dokumentes
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