Abstract
Khanna, Gulati, and Nohria (1998) examine the dynamics of alliance learning and develop a conceptual framework designed to capture the tension between cooperation and competition. Based on the concepts of private and common benefits and relative scope, the authors explore firms' learning behavior patterns. This note comments on the framework and suggests that although the framework introduces some interesting concepts, the reliance on simple models from economic theory leaves the framework somewhat disconnected from the process of alliance management.
Original language | English (US) |
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Pages (from-to) | 775-779 |
Number of pages | 5 |
Journal | Strategic Management Journal |
Volume | 21 |
Issue number | 7 |
DOIs | |
State | Published - Jul 2000 |
Keywords
- Alliances
- Learning
- Process
- Relative scope
ASJC Scopus subject areas
- Business and International Management
- Strategy and Management