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Dynamic learning and strategic alliances: A commentary essay

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  • Yaprak, Attila

Abstract

Strategic alliances and the learning benefits they foster in partner firms inspire a rich literature in the organizational sciences. Part of this literature asks whether or not alliances drive dynamic learning opportunities and thus help partner firms create or enhance dynamic competitive capabilities. Chen, Lee, and Lay (2010) show that alliances do foster the development of dynamic competitive capabilities and do this through dynamic learning mechanisms. This commentary essay critiques the merits of the authors' potential contributions to extant theory and managerial practice and offers new questions for further research.

Suggested Citation

  • Yaprak, Attila, 2011. "Dynamic learning and strategic alliances: A commentary essay," Journal of Business Research, Elsevier, vol. 64(10), pages 1128-1130, October.
    • Handle: RePEc:eee:jbrese:v:64:y:2011:i:10:p:1128-1130
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    Cited by:

    1. Beattie, Vivien & Smith, Sarah Jane, 2013. "Value creation and business models: Refocusing the intellectual capital debate," The British Accounting Review, Elsevier, vol. 45(4), pages 243-254.
    2. Siachou, Evangelia & Vrontis, Demetris & Trichina, Eleni, 2021. "Can traditional organizations be digitally transformed by themselves? The moderating role of absorptive capacity and strategic interdependence," Journal of Business Research, Elsevier, vol. 124(C), pages 408-421.

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