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Knowledge‐related asymmetries in strategic alliances

Yan Cimon (Signals officer in the Canadian Forces. He is currently a Ph.D. candidate (all but dissertation) at HEC Montréal (www.hec.ca ), the business school affiliated with Université de Montréal. HEC Montréal, 3000, chemin de la Côte‐Sainte‐Catherine, Montréal (Québec) Canada (yan.cimon@hec.ca).)

Journal of Knowledge Management

ISSN: 1367-3270

Article publication date: 1 June 2004

Abstract

This paper proposes a framework for understanding knowledge‐related asymmetries in strategic alliances. Their effect on alliance stability, on the realizations of the goals and purposes of the alliance, and on partners’ individual performance is examined. Information asymmetries are thought to have a negative impact on the stability of the alliance. For their part, knowledge asymmetries seem to have a positive impact while learning asymmetries have a negative impact. A mutually reinforcing link is established between the stability of the alliance, the realization of its purpose, and individual partners’ performance. Even if further research is needed, it appears as though a key to growth in an alliance is the careful management and generation of learning, knowledge and information asymmetries.

Keywords

Citation

Cimon, Y. (2004), "Knowledge‐related asymmetries in strategic alliances", Journal of Knowledge Management, Vol. 8 No. 3, pp. 17-30. https://doi.org/10.1108/13673270410541015

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited