Believing is seeing: joint ventures and organization learning

Article Abstract:

This paper develops a conceptual framework for the study of organization learning and applies to learning in joint ventures (JVs). The framework presents a multilevel view of the phenomenon, suggesting that learning in organizations occurs at the individual, group and organization levels. The framework integrates behavioral and cognitive perspectives of organization learning and delineates both learning processes and outcomes. Four key elements of organization learning are addressed: the nature of managerial learning experiences, the sharing and integration of managerial learning within an organization, the institutionalization of learning, and the relationship between organization learning and performance. In applying the framework to a study of learning and JVs, we observed firms with explicit learning objectives unable to put into place the appropriate mechanisms and systems to transfer knowledge from the JV to the parent. While individual managers in the JVs were often enthusiastic and positive about their learning experiences, integration of the learning experience at the parent firm level was problematic, limiting the institutionalized learning. The fundamental position in this paper is that a rigid set of managerial beliefs associated with an unwillingness to cast off or unlearn past practices can severely limit the effectiveness of organization learning. (Reprinted by permission of the publisher.)

Learning, Organizational behavior

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Learning through joint ventures: a framework of knowledge acquisition

Article Abstract:

Research presented concerns the management of knowledge acquisition in joint ventures or strategic business alliances. An analysis of joint venture partner organizations identifies factors that affect the acquisition of learning, the value of knowledge to the learning company, and the transmission of knowledge from the joint venture company to the parent.

United States, Joint-Venture Management, Management, Knowledge management, Organizational research, Strategic alliances (Business)

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An examination of collaboration and knowledge transfer: China-Singapore Suzhou Industrial Park

Article Abstract:

The article examines the impact of alliances on knowledge transfer in public and private sectors of China and Singapore.

China, Singapore, Alliances, partnerships, Private sector, Alliances and partnerships, Public sector, Technology transfer

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