The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms

Refik Culpan

doi:10.5771/0935-9915-2008-1-2-94

Inhalt
- Kapitel Ausklappen | EinklappenAutorenSeiten
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–8 Introduction Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst Wenzel Matiaske, Hüseyin Leblebici, Rüdiger Kabst 5–8
- 9–32 Resource Dependence Theory – How Well Does It Explain Behavior of Organizations? Werner Nienhüser Werner Nienhüser 9–32
- 33–52 RBV and the Road to the Control of External Organizations Jörg Freiling Jörg Freiling 33–52
- 53–69 Board-Management Relationships: Resources and Internal Dynamics Ljiljana Erakovic, Sanjay Goel Ljiljana Erakovic, Sanjay Goel 53–69
- 70–93 Diversity Strategies Focused on Employees with a Migration Background: An Empirical Investigation Based on Resource Dependence Theory Renate Ortlieb, Barbara Sieben Renate Ortlieb, Barbara Sieben 70–93
- 94–105 The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms Refik Culpan Refik Culpan 94–105
- 106–125 Configuring and Contextualising HR Systems: An Empirical Study of Manufacturing SMEs Richard Lacoursière, Bruno Fabi, Louis Raymond Richard Lacoursière, Bruno Fabi, Louis Raymond 106–125
- 126–147 Viewing the Leadership Narrative through Alternate Lenses: An Autoethnographic Investigation Ken W. Parry Ken W. Parry 126–147
- 148–150 Book Review 148–150
- 151–156 New Books 151–156
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mrev management revue , Seite 94 - 105

The Role of Strategic Alliances in Gaining Sustainable Competitive Advantage for Firms

Autoren

Refik Culpan

DOI
- doi.org/10.5771/0935-9915-2008-1-2-94
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

This article offers a critical assessment of the role of strategic alliances in gaining sustainable competitive advantage through building knowledge assets. To do so, it develops a conceptual model, in which three key concepts: the role of "knowledge assets" in gaining "sustainable competitive advantage" via "strategic alliances" between firms are defined and related to each other. It argues core competencies and dynamic capabilities of firms depend on knowledge assets of the firm. In turn, knowledge assets of the firm determine its sustainable competitive advantage. Furthermore, it explicates how knowledge assets can be exploited or explored in a strategic alliance context. In addition, by offering a new conceptual model, this article contributes to our understanding of the linkages among knowledge building and collaborative ventures between firms and stimulates further research on strategic alliances.
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