The Journal of Technology Transfer

, Volume 42, Issue 3, pp 635–653 | Cite as

Resource alignment, organizational distance, and knowledge transfer performance: the contingency role of alliance form

  • Yung-Chang Hsiao
  • Chung-Jen Chen
  • Bou-Wen Lin
  • Chia-I Kuo
Article

Abstract

The main objective of this study was to examine empirically the moderating effects of two forms of alliances—equity-based and contract-based—on knowledge transfer performance. Using a quantitative analytical approach, the theoretical model and hypotheses in this study were tested based on empirical data gathered from the top 5000 Taiwanese companies listed in the yearbook published by the China Credit Information Service, Inc. in 2006. Data obtained from 107 valid and complete survey questionnaires were analyzed using correlation coefficients and multiple linear regressions. The results revealed that resource similarity was more positively associated with knowledge transfer performance when the alliance form is equity-based, whereas resource utilization was more positively related to knowledge transfer performance when equity-based alliances were adopted. In addition, organizational distance was more negatively related to knowledge transfer performance for equity-based alliances than for contract-based alliances.

Keywords

Resource alignment Organizational distance Alliance form Knowledge transfer 

JEL Classification

M10 

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Copyright information

© Springer Science+Business Media New York 2016

Authors and Affiliations

  • Yung-Chang Hsiao
    • 1
  • Chung-Jen Chen
    • 2
  • Bou-Wen Lin
    • 3
  • Chia-I Kuo
    • 3
  1. 1.Department of Business and Management, College of ManagementNational University of TainanTainanTaiwan, ROC
  2. 2.Graduate Institute of Business Administration, College of ManagementNational Taiwan UniversityTaipeiTaiwan, ROC
  3. 3.Institute of Technology ManagementNational Tsing Hua UniversityHsin ChuTaiwan, ROC

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