...
  • 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>Journal of product innovation management >Learning to Reduce Interorganizational Learning: An Analysis of Architectural Product Innovation in Strategic Alliances
【24h】

Learning to Reduce Interorganizational Learning: An Analysis of Architectural Product Innovation in Strategic Alliances

机译：学习减少组织间学习：战略联盟中的建筑产品创新分析

获取原文
获取原文并翻译 | 示例
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

There is wide agreement in analyses of strategic alliances that, regardless of the purpose of the alliance, members of the partner organizations should engage in intensive mutual learning to make the alliance a success. In contrast to this view, the present article shows that in strategic alliances aimed at product innovations by recombining partners' extant technologies, learning between specialists can be reduced considerably without jeopardizing success. This is made possible through four interconnected mechanisms integrated into the concept of transactive organizational learning (TOL): (1) modularization, which allows specialists of different domains to develop modules to a large extent independently of each other and to concentrate communication between themselves on the design of interfaces between modules; (2) storing of knowledge in artifacts instead of in organizational members' memories; (3) localization of knowledge not present in the project team but for which a need has arisen through transactive memory; and (4) knowledge integration by prototyping (i.e., by repeated testing of modules and of interactions between modules until a satisfactorily working end product is achieved). Although these four mechanisms reduce the need for cross-learning between specialists of different domains, some common knowledge and some cross-learning between the partners' specialists is still required. Case studies on four of SAP's strategic alliances for product innovation with different partners lend empirical support to this study's concept. The article concludes with implications for practice: Companies should find out whether the TOL mechanisms that reduce time to market are present, to what extent their potential is exploited, and how well they work together.
机译：在对战略联盟的分析中达成了广泛的共识，即不管联盟的目的如何，合作伙伴组织的成员都应进行深入的相互学习，以使联盟取得成功。与此观点相反，本文表明，在通过结合合作伙伴的现有技术进行产品创新的战略联盟中，可以在不损害成功的前提下大大减少专家之间的学习。通过将以下四个相互关联的机制集成到交互式组织学习（TOL）的概念中，可以实现这一点：（1）模块化，这使不同领域的专家可以在很大程度上彼此独立地开发模块，并将彼此之间的交流集中在模块之间的接口设计； （2）将知识存储在人工制品中，而不是存储在组织成员的记忆中； （3）项目团队中不存在的知识本地化，但是需要通过事务性存储来进行知识本地化； （4）通过原型制作（即通过重复测试模块和模块之间的交互作用，直到获得令人满意的最终产品为止）进行知识集成。尽管这四种机制减少了在不同领域的专家之间进行交叉学习的需要，但仍需要一些常识以及合作伙伴的专家之间的一些交叉学习。 SAP与四个不同合作伙伴的产品创新战略联盟的案例研究为该研究的概念提供了实证支持。本文的结论是对实践的启示：公司应找出是否存在可以缩短上市时间的TOL机制，在多大程度上发挥了其潜力，以及它们如何协同工作。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号