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Get analysis of knowledge-based management consulting firm Knowledge Alliance

Author: ZhouFang From: www.yourpaper.net Posted: 2009-08-05 06:44:43 Read:
[Paper Keywords] Knowledge Alliance; knowledge acquisition; consulting firm
[Abstract] Knowledge Alliance is an advanced form of strategic alliance management consulting firm formed a knowledge of alliance with other companies, to enhance the ability to learn, to achieve complementary advantages, sharing the risks of innovation, lower transaction costs, more efficient access to other organizations knowledge resources. Consulting firm to obtain knowledge of the alliance partners are the characteristics of the knowledge itself, inter-organizational learning ability differences and cultural diversity and conflict of interest impact. Consulting firm through the establishment of a shared vision to promote cultural communication, foster social capital and trust, enhance risk prevention, promote interactive learning strategies to improve knowledge acquisition efficiency.

With the advent of the era of economic globalization and the knowledge economy, knowledge is becoming a key factor in promoting social development, and gradually become enterprises rely on the most important strategic resources and create a source of sustainable competitive advantage [1]. Enterprises can effectively utilize and develop their own knowledge is the key enterprises in the fierce market competition can win the competitive advantage of enterprises rely more on the effective development and management of knowledge resources. Same time, in the era of knowledge economy, corporate competition mode has also undergone a huge change, the relationship between the enterprise gradually turning from a simple competition between competing relationship of competition and cooperation, which is competing concept [2]. Under the guidance of the competing ideas appropriate to their core competencies and technical expertise to compete for resources with other enterprises a powerful combination of complementary advantages, and eventually achieve a win-win-win. By the 1990s, companies such as conglomerates, supply chain coordination, strategic alliances, virtual enterprises and franchise other organization, the organizational form of the enterprise by a single integration organizations to complex, diverse and The network organization morphological changes, the cooperation between enterprises showing the new features of the network structure [3].
The strategic alliance is undoubtedly a broad space for the flow of knowledge to create an effective way of gaining access to knowledge. Alliance, enterprises can gain valuable knowledge across enterprise boundaries and for the cooperation of the parties to cultivate and develop core competencies has an important role [4]. Knowledge Alliance (Knowledge alliance) is an advanced form of the strategic alliance, enterprises through alliances, co-create new knowledge, knowledge transfer, and knowledge of other organizations to obtain resources [5]. This paper for the analysis of a management consulting firm, to explore how the management consulting firm alliance with other enterprises and obtain valuable knowledge resources from alliance partners.

Knowledge Alliance connotation and characteristics
The Knowledge Alliance enterprises to adapt to the challenge of global competition and the knowledge economy and make strategic reflect. Generation of knowledge Alliance concept stems from Becker and Murphy's research division of knowledge model. They will be the cumulative effect of the introduction of knowledge production into the analysis of the division of labor and economic growth, and the concept of knowledge alliance. The knowledge alliance's central goal is to learn and create knowledge, with particular emphasis on creating tacit knowledge through alliances from other organizations to learn and absorb tacit knowledge, or other organizations. Knowledge coalition-building is based on the complementary organizational resources, knowledge and ability, that the Alliance party with the other party does not have the resources, knowledge or ability, alliance partners jointly benefit. As Dorothy Leonard, Harvard Business School, pointed out, almost all of the company must go beyond their own boundaries introduction of knowledge in order to build the core competencies.
The Knowledge Alliance has the following characteristics: (1) knowledge of the ultimate goal of the alliance is the alliance members and common development, and gain a sustainable competitive advantage. Power to build knowledge-based alliance the alliance members are willing to accept the constraints of the cooperation agreement, and promote the conclusion of a cooperation agreement between the alliance members is to build a knowledge-based alliance cooperation platform to promote the flow of knowledge of the Union parties, core competencies integration, in order to achieve common development, to obtain a sustainable competitive advantage. (2) the core functionality of the Knowledge Alliance is among alliance members to build a knowledge resources can ensure convenient and smooth flow of network. Knowledge networks facilitate knowledge (especially tacit knowledge) the mutual flow between Alliance members, to widen each member access to the knowledge space, and accelerate the market value of knowledge into the process, improve the innovation capacity of members.
(3) Knowledge Alliance's central task is to promote full sharing of knowledge between alliance members. Only those who have contribute to the organization of knowledge resources or core competencies of knowledge alliance, it may become a member of the Union of the knowledge. Alliance members have complementary knowledge for knowledge sharing between organizations laid a basis in reality, at the same time, the effective functioning of the Knowledge Alliance also require each member of the close cooperation and shared knowledge, once a member of knowledge can not meet with the other members of the total requirements to win, Knowledge Alliance will be eliminated. (4) knowledge Alliance fundamental way to success is the close cooperation between the members of the League and interactive learning. Despite the tacit knowledge of learning is critical to the competitive advantage of the alliance members, but it is a subtle process far less as simple transfer of explicit knowledge. Therefore, the requirements of the staff of the Alliance members work closely with the interactive learning as much as possible into the entire operation of the system of co-operation of all parties.

Alliance consulting firm knowledge acquisition
Characteristics of the knowledge itself behind learning disabilities
The sharing and transfer of knowledge between alliance partners is influenced by the characteristics of the knowledge itself. Transfer knowledge both dominant and recessive. Explicit knowledge of vagueness, be directly reflected in the reports, information, and relatively easy to transfer and sharing; tacit knowledge due to the ambiguity of the higher, not easy exchange and sharing. The transfer of knowledge in the league most of the tacit knowledge that can not be obtained through market transactions, which bring to the consulting firm of learning difficulties.
In addition, due to the unique nature of knowledge, each consulting firm in specific formation history and operating activities, forming a proprietary knowledge, which led to the knowledge of the consulting firm heterogeneity and personalized, this knowledge heterogeneity constitute barriers to learning in the Union.
2 inter-organizational differences in learning ability
The consulting firm will be the lack of absorptive capacity to form barriers to learning. Cohen and Levinthal in 1990 put forward the concept of absorption capacity. The so-called absorptive capacity, the enterprise value of the assessment of external knowledge, digestion and the ability to absorb and commercial applications. Consulting firm obtain from the league the knowledge effectiveness will depend on the level of self-absorption capacity. Absorptive capacity of the scale and diversity of the extent of the knowledge of path dependence, consulting firm formed through the employees technical training and R & D, and the level of internal knowledge exchange management consulting firm, to determine the level of the present stage of its absorption capacity.
And the cumulative absorption capacity there is self-reinforcing mechanism, upon termination of the absorption capacity of the investment, the absorption capacity will rapidly weakening. When consulting firm knowledge of small-scale, limited stock of knowledge, the knowledge level of diversification, the consulting firm will not be able to accurately assess the potential opportunities and business potential, and thus can not be a proper understanding of the value of external knowledge and knowledge gap also greatly increase the learning load hampered the effective transfer of knowledge. Similarly, when the organizational structure of the inside of the consulting firm, consulting firm culture and technology is not conducive to the exchange and sharing of knowledge among its members, will be hindered new knowledge, especially tacit knowledge in the entire consulting firm within a timely manner digestion, absorption and diffusion .
Consulting firm attitude towards Union will also affect the effective transfer of knowledge. Consulting firm involved in the Knowledge Alliance main motivation is to close the knowledge gap, the formation of the core competencies by learning each other's knowledge. However, the consulting firm is likely to weaken under the interference of other factors leaving willingness to learn. First, the manager of the consulting firm may be based on shareholders seeking short-term stock price appreciation pressure and the need to safeguard personal reputation, the consulting firm's long-term strategic intent to let in the short-term financial performance standards, which only meet at Union objects in a knowledge-based alliance provide complementary use of technology, to the neglect of the system to learn the technology and knowledge materialized in physical capital. Second, in order to prevent the emergence of "prisoner's dilemma" problem, and to take a negative attitude towards learning. "Prisoner's Dilemma" contains the greatest failure of the strategic alliance, especially knowledge of the Union because they shared the tacit knowledge is difficult Identification alliance more vulnerable. Into the alliance participating consulting firm, especially in the initial stage of the Union, will be very careful monitoring of the fairness of the Union. Therefore, in order to reduce the shadow of the alliance relationship, eliminate the distrust of each other, to avoid the disastrous consequences of misunderstanding incurred each other opportunistic behavior, the consulting firm may be forced to choose a negative attitude towards learning.
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