Chuyển giao tri thức cho các đối tác: Góc nhìn từ cấp độ doanh nghiệp
Tóm tắt
Từ khóa
Tài liệu tham khảo
Andrews, K. and Delahaye, B. (2000), “Influences on knowledge transfer processes in organizational learning: the psychological filter”, Journal of Management Studies, Vol. 37 No. 6, pp. 797‐810.
Becerra, M., Lunnan, R. and Huemer, L. (2008), “Trustworthiness, risk, and the transfer of tacit and explicit knowledge between alliance partners”, Journal of Management Studies, Vol. 45 No. 4, pp. 691‐713.
Changchit, C. (2003), “An investigation into the feasibility of using an internet‐based intelligent system to facilitate knowledge transfer”, Journal of Computer Information Systems, Vol. 43 No. 4, pp. 91‐9.
Chen, C.‐J. (2004a), “The determinants of knowledge transfer through strategic alliances”, Academy of Management Proceedings, pp. H1‐H6.
Chen, C.‐J. (2004b), “The effects of knowledge attributes, alliance characteristics, and absorptive capacity on knowledge transfer performance”, R&D Management, Vol. 34 No. 3, pp. 311‐21.
Chen, S., Duan, Y., Edwards, J.S. and Lehaney, B. (2006), “Toward understanding inter‐organizational knowledge transfer needs in SMEs: insight from a UK investigation”, Journal of Knowledge Management, Vol. 10 No. 3, pp. 6‐23.
Contractor, F.J. (2005), “Alliance structure and process: will the two research streams ever meet in alliance research?”, European Management Review, Vol. 2 No. 2, pp. 123‐9.
Dirks, K. and Ferrin, D. (2001), “The role of trust in organizational settings”, Organization Science, Vol. 12 No. 4, pp. 450‐67.
Dyer, J.H. and Hatch, N.W. (2006), “Relation‐specific capabilities and barriers to knowledge transfers: creating advantage through network relationships”, Strategic Management Journal, Vol. 27 No. 8, pp. 701‐19.
Dyer, J.H. and Singh, H. (1998), “The relational view: cooperative strategy and sources of interorganizational competitive advantage”, Academy of Management Review, Vol. 23 No. 4, pp. 660‐79.
Eisenhardt, K.M. (1989), “Building theories from case study research”, Academy of Management Review, Vol. 14 No. 4, pp. 532‐50.
English, T. (2001), “Tension analysis in international organizations: a tool for breaking down communication barriers”, International Journal of Organizational Analysis, Vol. 9 No. 1, pp. 58‐83.
Grant, R.M. and Baden‐Fuller, C. (1995), “A knowledge‐based theory of inter‐firm collaboration”, Academy of Management Proceedings, pp. 17‐21.
Hutzschenreuter, T. and Listner, F. (2007), “A contingency view on knowledge transfer: empirical evidence from the software industry”, Knowledge Management Research & Practice, Vol. 5 No. 2, pp. 136‐50.
Inkpen, A.C. (1998), “Learning and knowledge acquisition through international strategic alliances”, Academy of Management Executive, Vol. 12 No. 4, pp. 69‐80.
Inkpen, A.C. and Dinur, A. (1998), “Knowledge management processes and international joint ventures”, Organization Science, Vol. 9 No. 4, pp. 454‐68.
Iyer, B., Lee, C.‐H. and Venkatraman, N. (2006), “Managing in a ‘small world ecosystem’: lessons from the software sector”, California Management Review, Vol. 48 No. 3, pp. 27‐47.
Khamseh, H.M. and Jolly, D.R. (2008), “Knowledge transfer in alliances: determinant factors”, Journal of Knowledge Management, Vol. 12 No. 1, pp. 37‐50.
Koza, M. and Lewin, A. (1998), “The co‐evolution of strategic alliances”, Organization Science, Vol. 9 No. 3, pp. 255‐64.
Koza, M. and Lewin, A. (2000), “Managing partnerships and strategic alliances: raising the odds of success”, European Management Journal, Vol. 16 No. 2, pp. 146‐51.
Levin, D.Z. and Cross, R. (2004), “The strength of weak ties you can trust: the mediating role of trust in effective knowledge transfer”, Management Science, Vol. 50 No. 11, pp. 1477‐90.
Lorenzoni, G. and Baden‐Fuller, C. (1995), “Creating a strategic center to manage a web of partners”, California Management Review, Vol. 37 No. 3, pp. 146‐63.
Markus, M.L. (2001), “Toward a theory of knowledge reuse: types of knowledge reuse situations and factors in reuse success”, Journal of Management Information Systems, Vol. 18 No. 1, pp. 57‐93.
Miles, M.B. and Huberman, A.M. (1994), Qualitative Data Analysis: An Expanded Sourcebook, Sage Publications, Thousand Oaks, CA.
Mintzberg, H. (1979), “An emerging strategy of ‘direct’ research”, Administrative Science Quarterly, Vol. 24 No. 4, pp. 582‐9.
Mowery, D.C., Oxley, J.E. and Silverman, B.S. (1996), “Strategic alliances and interfirm knowledge transfer”, Strategic Management Journal, Vol. 17, special issue, pp. 77‐91.
Pettigrew, A.M. (1990), “Longitudinal field research on change: theory and practice”, Organization Science, Vol. 1 No. 3, pp. 267‐92.
Spencer, J. (2003), “Firms' knowledge‐sharing strategies in the global innovation system: empirical evidence from the flat panel display industry”, Strategic Management Journal, Vol. 24 No. 3, pp. 217‐33.
Teece, D. (2000), “Strategies for managing knowledge assets: the role of firm structure and industrial context”, Long Range Planning, Vol. 33 No. 1, pp. 35‐54.
Uzzi, B. (1997), “Social structure and competition in interfirm networks: the paradox of embeddedness”, Administrative Science Quarterly, Vol. 42 No. 1, pp. 35‐67.
Van Wijk, R., Jansen, J.J.P. and Lyles, M.A. (2008), “Inter‐ and intra‐organizational knowledge transfer: a meta‐analytic review and assessment of its antecedents and consequences”, Journal of Management Studies, Vol. 45 No. 4, pp. 830‐53.
Yin, R.K. (2003), Case Study Research: Design and Methods, Sage Publications, Thousand Oaks, CA.