Leveraging Knowledge Management Across Strategic Alliances
- Topics:
- Strategic Management Tools
- Tags:
- Alliance,
- Business Structures,
- Finance,
- Knowledge,
- Knowledge Management,
- Management,
- Partnership,
- Strategic Alliance,
- Strategy
- Source:
- IBM
FREE Registration is required
Overview: Alliance building has several stages, and the manager who leverages his organization’s knowledge through each stage creates the foundation for a successful partnership. Alliance managers must make difficult decisions about when to partner and with whom, as well as how to structure and manage the partnership. Managers who can leverage information and knowledge across each stage of the alliance process will find that a knowledge-based approach is critical to the success of any partnership. This article discusses the importance and effectiveness of sound, knowledge-management practices in the context of an alliance. It emphasizes that the strategic alliance is usually a long-term endeavor that consists of multi-projects, is mutually dependent and beneficial, and integrates people, process, technologies, or products. Unlike shorter-term partnerships or arrangements between companies that are contractual, the strategic alliance provides the companies involved with the opportunity to learn and acquire know-how.
(Is this item miscategorized? Does it need more tags? Let us know.)
Format: PDF | Size: 192KB | Date: Apr 2000 | Pages: 13
