A Social Network Perspective on Learning Orientation and External Knowledge Acquisition

Abstract

Abstract:

Drawing on a social network perspective, this study investigates how learning orientation affects firms' knowledge acquisition from external relational networks. To understand the important role of social capital in the process of knowledge acquisition, it also examines how social ties (business and political) independently and collectively shape the linkage between learning orientation and external knowledge acquisition. Results from 272 Chinese firms suggest that learning orientation facilitates firms' knowledge acquisition from external relational networks. The contingency analysis provides evidence that firms' over-emphasis on business ties destroys the positive effect of learning orientation on knowledge acquisition. A configurational test suggests that the three-way interaction between learning orientation and different levels of business ties and political ties have distinct effects on external knowledge acquisition.

Key words: learning orientation, knowledge acquisition, business ties, political ties, three-way interaction

Jiang Xu. A Social Network Perspective on Learning Orientation and External Knowledge Acquisition[J]. , 2015, 27(8): 141-149.

References

[1] Nonaka I., Takeuchi H. The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation[M]. New York: Oxford University Press, 1995
[2] Mavondo F. T., Chimhanzi J., Stewart J. Learning Orientation and Market Orientation: Relationship with Innovation, Human Resource Practices and Performance[J]. European Journal of Marketing, 2005,39(11/12):1235-1263
[3] Kwon Y. Learning Orientation, Dynamic Capabilities and Performance in Korean High-tech Ventures[J]. Advances in Management, 2013,6(4):54-61
[4] Sinkula J., Baker W., Noordewier T. A Framework for Market-based Organizational Learning: Linking Values, Knowledge and Behavior[J]. Journal of the Academy of Marketing Science, 1997,25(4):305-319
[5] Carpenter M. A., Li M., Jiang H. Social Network Research in Organizational Contexts: A Systematic Review of Methodological Issues and Choices[J]. Journal of Management, 2012,38(4):1328-1361
[6] Wang G., Jiang X., Yuan C., Yi Y. Managerial Ties and Firm Performance in an Emerging Economy: Tests of the Mediating and Moderating Effects[J]. Asia Pacific Journal of Management, 2013,30(2):537-559
[7] Uzzi B. Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness[J]. Administrative Science Quarterly, 1997,42(1):35-67
[8] Webster F. E. The Changing Role of Marketing in the Corporation[J]. Journal of Marketing, 1992,56(4):1-17
[9] Dussauge P., Garrette B., Mitchell W. Learning from Competing Partners: Outcomes and Durations of Scale and Link Alliances in Europe, North America and Asia[J]. Strategic Management Journal, 2000,21(2):99-126
[10] Sullivan D. M., Marvel M. R. Knowledge Acquisition, Network Reliance, and Early-stage Technology Venture Outcomes[J]. Journal of Management Studies, 2011,48(6):1169-1193
[11] 江旭,高山行. 知识积累与获取对企业创新的交互作用研究[J]. 研究与发展管理, 2010,22(6):8-14
[12] Baker W. E., Sinkula J. M. The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance[J]. Journal of the Academy of Marketing Science, 1999,27(4):411-427
[13] Santos-Vijande M. L., Sanzo-Pèrez M. J., Àlvarez-Gonzàlez L. I., Vàzquez-Casielles R. Organizational Learning and Market Orientation: Interface and Effects on Performance[J]. Industrial Marketing Management, 2005,34(3):187-202
[14] 李随成,高攀.战略采购对制造企业知识获取的影响研究:供应商网络视角[J]. 管理评论, 2012,24(6):114-123
[15] Gulati R. Managing Network Resources: Alliances, Affiliation, and Other Relational Assets[M]. New York: Oxford University Press, 2007
[16] Zaheer A., Gözübüyük R., Milanov H. It's the Connections: The Network Perspective in Interorganizational Research[J]. Academy of Management Perspectives, 2010,24(1):62-77
[17] Peng M., Luo Y. Managerial Ties and Firm Performance in a Transition Economy: The Nature of a Micro-Macro Link[J]. Academy of Management Journal, 2000,43(3):486-501
[18] Shu C., Page A. L., Gao S., Jiang X. Managerial Ties and Firm Innovation: Is Knowledge Creation a Missing Link?[J]. Journal of Product Innovation Management, 2012,29(1):125-143
[19] Wu W. Dimensions of Social Capital and Firm Competitiveness Improvement: The Mediating Role of Information Sharing[J]. Journal of Management Studies, 2008,45(1):122-146
[20] Li H., Zhang Y. The Role of Managers' Political Networking and Functional Experience in New Venture Performance: Evidence from China's Transition Economy[J]. Strategic Management Journal, 2007,28(8):791-804
[21] Peng M. W. Institutional Transitions and Strategic Choices[J]. Academy of Management Review, 2003,28(2):275-296
[22] Li J. J., Zhou K. Z., Shao A. Competitive Position, Managerial Ties, and Profitability of Foreign Firms in China: An Interactive Perspective[J]. Journal of International Business Studies, 2009,40(2):339-352
[23] Li J. J., Poppo L., Zhou K. Z. Do Managerial Ties in China Always Produce Value? Competition, Uncertainty, and Domestic vs. Foreign Firms[J]. Strategic Management Journal, 2008,29(4):383-400
[24] Gerbing D. W., Anderson J. C. An Updated Paradigm for Scale Development Incorporating Unidimensionality and its Assessment[J]. Journal of Marketing Research, 1988,25:186-192
[25] Yli-Renko H., Autio E., Sapienza H. Social Capital, Knowledge Acquisition, and Knowledge Exploitation in Young Technology-based Firms[J]. Strategic Management Journal, 2001,22(6/7):587-613
[26] Aiken L., West S. G. Multiple Regression: Testing and Interpreting Interactions[M]. Newbury Park, CA: Sage, 1991
[27] Inkpen A. C. Learning through Alliances: General Motors and NUMMI[J]. California Management Review, 2005,47(4):114-136
[28] Ahuja G., Polidoro F., Mitchell W. Structural Homophily or Social Asymmetry? The Formation of Alliances by Poorly Embedded Firms [J]. Strategic Management Journal, 2009,30(9):941-958
[29] 陈国权.组织学习和学习型组织: 概念、能力模型、测量及对绩效的影响[J]. 管理评论, 2009,21(1):107-116
[30] 张川,娄祝坤,詹丹碧.政治关联、财务绩效与企业社会责任——来自中国化工行业上市公司的证据[J]. 管理评论, 2014,26(1):130-139