Learning and protection of proprietary assets in strategic alliances: building relational capital
dc.contributor.author | Kale, Prashant | en_US |
dc.contributor.author | Singh, Harbir | en_US |
dc.contributor.author | Perlmutter, Howard | en_US |
dc.date.accessioned | 2006-04-19T13:42:19Z | |
dc.date.available | 2006-04-19T13:42:19Z | |
dc.date.issued | 2000-03 | en_US |
dc.identifier.citation | Kale, Prashant; Singh, Harbir; Perlmutter, Howard (2000)."Learning and protection of proprietary assets in strategic alliances: building relational capital." Strategic Management Journal 21(3): 217-237. <http://hdl.handle.net/2027.42/34612> | en_US |
dc.identifier.issn | 0143-2095 | en_US |
dc.identifier.issn | 1097-0266 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/34612 | |
dc.description.abstract | One of the main reasons that firms participate in alliances is to learn know-how and capabilities from their alliance partners. At the same time firms want to protect themselves from the opportunistic behavior of their partner to retain their own core proprietary assets. Most research has generally viewed the achievement of these objectives as mutually exclusive. In contrast, we provide empirical evidence using large-sample survey data to show that when firms build relational capital in conjunction with an integrative approach to managing conflict, they are able to achieve both objectives simultaneously. Relational capital based on mutual trust and interaction at the individual level between alliance partners creates a basis for learning and know-how transfer across the exchange interface. At the same time, it curbs opportunistic behavior of alliance partners, thus preventing the leakage of critical know-how between them. Copyright © 2000 John Wiley & Sons, Ltd. | en_US |
dc.format.extent | 145530 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.language.iso | en_US | |
dc.publisher | John Wiley & Sons, Ltd. | en_US |
dc.subject.other | Business, Finance & Management | en_US |
dc.title | Learning and protection of proprietary assets in strategic alliances: building relational capital | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Business (General) | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbsecondlevel | Management | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | University of Michigan Business School, Ann Arbor, Michigan, U.S.A. | en_US |
dc.contributor.affiliationother | The Wharton School of Business, University of Pennsylvania, Philadelphia, Pennsylvania, U.S.A. ; Wharton School of Business, University of Pennsylvania, Suite 2000, Steinberg Hall–Dietrich Hall, Philadelphia, PA 19104, U.S.A. | en_US |
dc.contributor.affiliationother | The Wharton School of Business, University of Pennsylvania, Philadelphia, Pennsylvania, U.S.A. | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/34612/1/95_ftp.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1002/(SICI)1097-0266(200003)21:3<217::AID-SMJ95>3.0.CO;2-Y | en_US |
dc.identifier.source | Strategic Management Journal | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
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