Challenges are multi-level in nature and an understanding of this multi-level nature is necessary in order to determine the inter-dependent nature of such challenges. To address organisational level challenges one must be able to focus upon individual level differences thus tackling group norms and root behaviour.
This in turn links to research question 2 where there was a need to think about what knowledge transfers look like as a result of the vagueness and ambiguity surrounding the meaning of knowledge across existing literature. In order to examine what knowledge looks like, participants were asked to describe what valuable knowledge looked like to them based on their experiences of strategic alliance. This form of open-ended question was in itself valuable as it allowed for participants to be more open and detailed about what knowledge looks like. A core theme emerging from discussions surrounding what knowledge looks like stemmed from an appreciation that knowledge is often an individual thing and therefore it can increase the power individuals have. Knowledge therefore only becomes valuable if it can be used by other people and interpreted in a valuable manner. Relating this back to the capabilities literature, a capability - and in this vein knowledge - can only be deemed valuable if it is unable to be easily replicated elsewhere. It is this focus on uniqueness and rareness, which then facilitates and drives competitive advantage. The final research question then sought to examine how knowledge transfers can be positively heightened during strategic alliances. Based on an examination of the literature and the empirical results of the study the next section presents recommendations directed towards future firms undertaking strategic alliances.
With regards to how Chinese firms use international strategic alliances to achieve competitive success, attention has been directed in this research towards the power of international strategic alliances not only supported by economic data but also the power they have in the exchange and transfer of capabilities. The transfer of these capabilities is underpinned centrally by the ability of a Chinese organisation to transfer knowledge in a holistic manner which promotes continuous growth/improvement.
5.4 Recommendations
Based on the discussion thus far drawing on the empirical results and the literature reviewed, the following recommendations are deemed to be important in driving and guiding knowledge transfers in future strategic alliances:
Consider the firm you are undertaking a strategic alliance with. A clear examination of capabilities and knowledge can be used to understand what you have to offer and what you have to gain. This is particularly important in explorato