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Learning to Succeed: What European Firms Can Learn from Japanese Approaches to Strategic Alliances
Author(s) -
Teramoto Yoshiya,
Richter FrankJurgen,
Iwasaki Naoto
Publication year - 1993
Publication title -
creativity and innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.148
H-Index - 60
eISSN - 1467-8691
pISSN - 0963-1690
DOI - 10.1111/j.1467-8691.1993.tb00082.x
Subject(s) - business , position (finance) , industrial organization , key (lock) , marketing , organizational learning , knowledge management , computer science , computer security , finance
Japanese companies seem able to gain knowledge from their partners in more efficient ways than their European counterparts. Case examples are given in which the European firm, or the Japanese firm begins in the dominant knowhow position. Other examples of strategic alliances between Japanese small businesses are also cited. A learning model is advanced which illustrates the evolution of power through intra‐ and inter‐firm learning processes. An organizational capacity to enhance systemic learning seems to be the key to successful evolution of the firm.