The Antecedents and Outcomes of Learning Strategies in International Strategic Alliances. A Coopetitive Learning Perspective

The present study seeks to extend the understanding of coopetition strategy by contributing in International Strategic Alliances (ISA) literature and utilising loose coupling theory in developing the conceptual model. In particular, the study investigates the inter-partner firms learning strategies in which partners’ resources and goals similarity/dissimilarity determine whether partners employ cooperative or competitive learning strategy, which in turn, affects the effectiveness of the alliance. Particular attention was given to the learning strategies deployed by alliance firms. As such, the study conceptualises the coopetitive learning strategy (i.e. cooperative and competitive learning strategies) as the simultaneous cooperation and competition between inter-partner firms with the aim to create value, which is affected by partners’ differences in strategic goals and resources contributed in the alliance. In turn, coopetitive learning strategy is hypothesised to directly influence alliance outcomes that is the effective performance of the alliance. Further, the study discusses the importance of coopetition on performance and highlights the contribution of such research both to the theory and managerial practices. Using a sample of 218 responses collected from top management team (TMT) of ISA operating in knowledge intensive industries operating in Greece, the study tested four direct relationship hypotheses where partners’ goals and resource differences influence cooperative and competitive learning strategies and one interaction hypothesis where the interaction between cooperative and competitive learning strategies influences the effectiveness of the alliance. The results suggest that partners’ goals and resource differences are important constructs that predict learning strategies within an alliance. Particularly, this study provides empirical evidence that: (1) goal differences directly and negatively affect cooperative learning strategy and positively affect competitive learning strategy (2) resource differences has no impact on cooperative learning strategy while it does affect negatively competitive learning strategy, (3) cooperative learning strategy directly and positively affect the performance of the alliance (4) competitive learning strategy directly and negatively affect the performance of the alliance, and (5) coopetitive learning strategy, that is the interaction between cooperative and competitive learn ng strategies, influence positively the performance of the alliance. These findings are discussed with relevance to the prevalent extant literature. In addition, the study highlights the theoretical and managerial implications, followed by the limitations of the study and future research considerations.