ABSTRACT
International knowledge transfer between strategic alliance partners has been much discussed in the literature, with reference to how organizations learn from their partners and develop new competencies through their collaborative efforts (Simonin, 2004; Inkpen and Tsang, 2007; Schildt et al., 2012). However, the process by which strategic alliance partners manage and transfer knowledge, and what impact of such knowledge transfer on collaborative outcome and performance is less known (Castro, 2015). Using the case study of strategic knowledge transfer from the then nearly bankrupt Kodak (USA) to Taiwan’s Industrial Technology Research Institute (subsequently as ITRI), we intend to examine this process, supported by the strategic learning framework proposed by Simonin (2004) and further developed by Schildt et al. (2012) for inter-organizational learning in the international business setting.
