Abstract
Global competition, ever-demanding customer expectations, and rapid technological changes are forcing firms to restructure the scope of operations and then outsource non-core processes to outside suppliers. Such organisational efforts have resulted in increased dependence on supplier firms to sustain competitive advantage. This paper provides a theoretical model to understand the process of successful learning and knowledge transfer in buyer-supplier alliances. The proposed model uses a social exchange framework for effective knowledge exchange and learning. Reciprocal commitment, interorganisational trust, power sharing, and socialisation are identified as essential for collaborative behaviour for successful learning and knowledge transfer between alliance partners. Specific testable propositions are presented.
| Original language | English |
|---|---|
| Pages (from-to) | 600-616 |
| Number of pages | 17 |
| Journal | International Journal of Management and Decision Making |
| Volume | 9 |
| Issue number | 6 |
| DOIs | |
| Publication status | Published - 2008 Nov 27 |
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All Science Journal Classification (ASJC) codes
- Decision Sciences(all)
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Leveraging knowledge in buyer-supplier alliances : A theoretical integration. / Muthusamy, Senthil K.; Hur, Daesik; Palanisamy, Ramaraj.
In: International Journal of Management and Decision Making, Vol. 9, No. 6, 27.11.2008, p. 600-616.Research output: Contribution to journal › Article
TY - JOUR
T1 - Leveraging knowledge in buyer-supplier alliances
T2 - A theoretical integration
AU - Muthusamy, Senthil K.
AU - Hur, Daesik
AU - Palanisamy, Ramaraj
PY - 2008/11/27
Y1 - 2008/11/27
N2 - Global competition, ever-demanding customer expectations, and rapid technological changes are forcing firms to restructure the scope of operations and then outsource non-core processes to outside suppliers. Such organisational efforts have resulted in increased dependence on supplier firms to sustain competitive advantage. This paper provides a theoretical model to understand the process of successful learning and knowledge transfer in buyer-supplier alliances. The proposed model uses a social exchange framework for effective knowledge exchange and learning. Reciprocal commitment, interorganisational trust, power sharing, and socialisation are identified as essential for collaborative behaviour for successful learning and knowledge transfer between alliance partners. Specific testable propositions are presented.
AB - Global competition, ever-demanding customer expectations, and rapid technological changes are forcing firms to restructure the scope of operations and then outsource non-core processes to outside suppliers. Such organisational efforts have resulted in increased dependence on supplier firms to sustain competitive advantage. This paper provides a theoretical model to understand the process of successful learning and knowledge transfer in buyer-supplier alliances. The proposed model uses a social exchange framework for effective knowledge exchange and learning. Reciprocal commitment, interorganisational trust, power sharing, and socialisation are identified as essential for collaborative behaviour for successful learning and knowledge transfer between alliance partners. Specific testable propositions are presented.
UR - http://www.scopus.com/inward/record.url?scp=56549110193&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=56549110193&partnerID=8YFLogxK
U2 - 10.1504/IJMDM.2008.021217
DO - 10.1504/IJMDM.2008.021217
M3 - Article
AN - SCOPUS:56549110193
VL - 9
SP - 600
EP - 616
JO - International Journal of Management and Decision Making
JF - International Journal of Management and Decision Making
SN - 1462-4621
IS - 6
ER -