Authors: Bedman Narteh
Addresses: Department of Marketing, University of Ghana Business School, P.O. Box LG 78, Legon, Accra, Ghana
Abstract: Although knowledge transfer within international strategic alliances has attracted plenty of scholarly attention, there is a paucity of research about the knowledge transfer process, the type of knowledge transferred, and the impact of the transferred knowledge on alliance performance, especially within developed–developing country-based strategic alliances. Using a knowledge transfer and performance model, this paper investigates how Danish companies transfer knowledge to their Ghanaian counterparts, the type of knowledge transferred, and the impact of the transferred knowledge on the performance of the alliances. The study adopted a multiple case study approach and collected data through personal interviews. The study found that Danish partners transferred mostly technical or coded knowledge through on-the-job training, a method unsuitable for transferring tacit or management knowledge. Moreover, the transferred knowledge did not positively impact the performance of most of the alliances. The paper highlights the implications of the findings for managing knowledge transfer in alliances.
Keywords: knowledge transfer; international strategic alliances; developed countries; developing countries; alliance performance; Denmark; Ghana; technical knowledge; coded knowledge; on-the-job training; tacit knowledge; management knowledge.
International Journal of Knowledge Management Studies, 2010 Vol.4 No.2, pp.198 - 215
Available online: 05 Jan 2010 *Full-text access for editors Access for subscribers Purchase this article Comment on this article