Essay on Knowledge Management Challenges in Joint Ventures and International Alliances

Essay on Knowledge Management Challenges in Joint Ventures and International Alliances

Abstract

Organizations have in the recent decades concentrated in Joint Ventures and international alliances. Such activities have made such organizations attain a competitive edge in the market. This paper illustrates the various challenges an organization face in such unions. It also emphasizes on different models and theories to joint and international ventures for organizations.

Introduction

Knowledge management is a critical aspect for the management of organizations. Management of knowledge in the organization assists an organization in multiple ways. Through knowledge management, organization is able to meet its goals effectively, efficiently and according to set procedures. Joint ventures and international alliances has become a constant feature in today’s organizations. According to Kuo-Cheng Wensley and Hsing-Pei (2008), when an organization opens up its doors to such strategies, they need to be ready to manage their knowledge capacities. For example, an organization may develop a model in managing its production schedules. The model may be between firms or Joint alliances. The model needs to consider several aspects in order to meet the desired goals by both organizations

Sanchez and Mahoney (2002) states that the model may be of long-termed or short termed. This model may draw its application from the use of contingency theory; it can also represent a transactional theory or a congruence approach to management. Therefore, one can state that organizations representative of Joint Ventures, partnerships and organizations of International alliances are network organizations (Phelps, 2010). If such organizations hold their production activities consistently and in congruence, they are indeed network organizations.

Because these organizations undertake their production tasks together, they need to have structured collaborative processes. However, these interactions may be favourable only according to the terms of their engagements (David and Liam 2000). This then means that such organizations face diverse challenges in their processes. Such challenges relate to the costs of production, economic, legal and Knowledge management (Moffat and Archer, 2004). Of all of these categories of aspects that organizations face, one needs to consider knowledge management as the most important.

Knowledge Management in Joint Ventures partnerships

Knowledge management in joint ventures includes factors that illustrate organizational characteristics, contextual and work mechanisms. These aspects closely relate to the acquisition, management and adaptation to knowledge influences (Kuo-Cheng et al 2008). For joint ventures to survive in promoting its goals, consideration needs to be on their adaptation, capacity of its teams to learn, learning structures, technology, managerial assistance and availability if training facilities. However, these are just some of the challenges that an organization may face in its knowledge management. Other factors to consider include the possibility of cultural influences, legal aspects of the organization, terms of the contract and different dimensions to evaluation.

Organizational learning Theory

Knowledge acquisition is an important aspect for joint ventures. Lyles and Salk (1996) state that, Knowledge acquisition in organizations influences performance and other social goals. Therefore, organizations have been for decades using this principle in meeting their goals. This then means that such organizations have to be able to distinguish between building competence skills and in meeting performance goals. Joint venture organizational goals illustrate relational goals (Mårtensson, 2000). Such goals may be a representation of two or more organizational goals in collaboration.

Knowledge adaptation and acquisitions are important aspects in the management of Joint ventures. Such aspects need to be part of the strategies for organizations in joint ventures. Knowledge is an important human action that assist individuals develop their competency and skills. Moffat and Archer (2004) further state that, organizations need to develop strategic policies on knowledge development, acquisition and management. With respect to international joint Ventures and organizations in Joint venture agreements, there is a need for combining different knowledge properties in order to create new knowledge. Then, there is a need to develop training and educational programs applicable for all partners. In developing such programs, knowledge managers need to ensure that their structures, goals and processes yield tacit knowledge (Mårtensson, 2000).

Knowledge management is a strategic goal for Joint Venture organizations. This is therefore, the role of top managers. These managers need to have skills, used their work related