Abstract
Why do successful companies let down their corporate walls, exposing their organizations and strategies to competitors? The answer, according to Joseph Badaracco is that corporations enter into strategic alliances to capitalize on knowledge: migratory knowledge, often technical in nature, which can be transferred easily between people or organizations in a formula or product, and embedded knowledge, which defines how a particular company organizes itself to do business. In today's business environment companies need to utilize each type of knowledge to sustain their competitive advantage. The challenge for today's manager is to balance the opportunities offered by open boundaries and free flowing information against the need to protect the corporations's unique advantages. Managing strategic alliances effectively will determine corporate success in the years ahead.
Keywords
Competitor analysisBusinessCompetitive advantageBalance (ability)Strategic managementProduct (mathematics)MarketingStrategic planningIndustrial organizationKnowledge managementComputer science
Affiliated Institutions
Related Publications
Creating the competitive organization of the 21st century: The boundaryless corporation
Abstract In the 1980s many organizations gained competitive advantage through downsizing and financial restructuring. The 1990s confront us with the need to get back to basics. ...
Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms
Why do firms form strategic alliances? The traditional theoretical answer has been transaction cost explanations. Yet, these explanations which center on transaction characteris...
Dynamic Capabilities and Strategic Management: Organizing for Innovation and Growth
How do firms compete? How do firms earn above normal returns? What's needed to sustain superior performance long term? An increasingly powerful answer to these fundamental quest...
ALLIANCE CAPABILITY & SUCCESS: A KNOWLEDGE-BASED APPROACH.
In the age of alliances, the competitive advantage of a firm would reside in its capability to manage alliances better than peers or competitors. Adopting a knowledge-based appr...
Does Governance Matter? <i>Keiretsu</i> Alliances and Asset Specificity as Sources of Japanese Competitive Advantage
This empirical study suggests that Japanese competitive advantage in complex-product industries is at least partly due to differences in value chain governance and interfirm ass...
Publication Info
- Year
- 1993
- Type
- article
- Volume
- 57
- Issue
- 4
- Pages
- 149-149
- Citations
- 621
- Access
- Closed
External Links
Social Impact
Altmetric
PlumX Metrics
Social media, news, blog, policy document mentions
Citation Metrics
621
OpenAlex
Cite This
John L. Graham,
Joseph L. Badaracco
(1993).
The Knowledge Link: How Firms Compete Through Strategic Alliances.
Journal of Marketing
, 57
(4)
, 149-149.
https://doi.org/10.2307/1252227
Identifiers
- DOI
- 10.2307/1252227