UNDERSTANDING FOREIGN MARKETS THROUGH COOPERATIVE AGREEMENTS: A MULTI-LEVEL STRATEGIC, INTELLECTUAL, AND SOCIAL CAPITAL PERSPECTIVE

摘要

The management literature recognizes that intangible resources are a source of value (Davenport & Prusak, 1998) and can contribute to a dynamic competitive advantage across time (Day, Reibstein, & Gunther, 1997). Likewise, authors within this arena also recognize the need to develop a framework to analyze and manage the stocks and flows of these resources (Stewart, 2001; Sullivan, 2000). In particular, when we consider the influence of globalization and the increasing trend toward the global expansion of firms (Hill & Jones, 1992), managing these resources across cultures and national boundaries becomes increasingly relevant. Conducting operations within one country does not guarantee success when operating abroad. In order to realize value from global operations, expanding firms face a unique challenge. Namely, they must adapt to differences abroad by acquiring and using knowledge about the foreign market. While knowledge about a foreign market is relevant for any organization conducting global operations, we recognize that many firms turn toward cooperative agreements when operating abroad. The purpose of this paper is to explore, within the context of a cooperative agreement, the micro and macro mechanisms that contribute to an organization's acquisition and use of knowledge about a foreign market.