Leveraging knowledge in buyer-supplier alliances: A theoretical integration

Senthil K. Muthusamy, Daesik Hur, Ramaraj Palanisamy

Research output: Contribution to journalArticle

7 Citations (Scopus)

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 languageEnglish
Pages (from-to)600-616
Number of pages17
JournalInternational Journal of Management and Decision Making
Volume9
Issue number6
DOIs
Publication statusPublished - 2008 Nov 27

Fingerprint

Alliances
Suppliers
Buyers
Learning transfer
Knowledge transfer
Competitive advantage
Social exchange
Technological change
Socialization
Power sharing
Customer expectations
Inter-organizational trust
Global competition
Knowledge exchange

All Science Journal Classification (ASJC) codes

  • Decision Sciences(all)

Cite this

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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 journalArticle

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