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Protecting intellectual capital in international alliances

Author

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  • Baughn, C. Christopher
  • Denekamp, Johannes G.
  • Stevens, John H.
  • Osborn, Richard N.

Abstract

Many firms have found that the benefits of interorganizational cooperation may be outweighed by costs arising from unintended leaks in product or process technology, market insight, and other knowledge-based assets to the alliance partner. Successful alliance management involves a process of designing, staffing, and monitoring the collaborative interface to balance the requirements for learning and information sharing with protection of intellectual capital. This work describes a framework for assessing and implementing this process.

Suggested Citation

  • Baughn, C. Christopher & Denekamp, Johannes G. & Stevens, John H. & Osborn, Richard N., 1997. "Protecting intellectual capital in international alliances," Journal of World Business, Elsevier, vol. 32(2), pages 103-117, July.
    • Handle: RePEc:eee:worbus:v:32:y:1997:i:2:p:103-117
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    References listed on IDEAS

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    1. Marjorie A Lyles & Jane E Salk, 1996. "Knowledge Acquisition from Foreign Parents in International Joint Ventures: An Empirical Examination in the Hungarian Context," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(4), pages 877-903, December.
    2. Kathryn Rudie Harrigan, 1988. "Joint ventures and competitive strategy," Strategic Management Journal, Wiley Blackwell, vol. 9(2), pages 141-158, March.
    3. Jean‐Francois Hennart, 1988. "A transaction costs theory of equity joint ventures," Strategic Management Journal, Wiley Blackwell, vol. 9(4), pages 361-374, July.
    4. Marjorie A Lyles & Jane E Salk, 1996. "Knowledge Acquisition from Foreign Parents in International Joint Ventures: An Empirical Examination in the Hungarian Context," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(5), pages 877-903, December.
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