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Influence of Tie Strength and Behavioural Factors on Effective Knowledge Acquisition: A Study of Korean New Product Alliances

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Abstract

We investigate the influence of tie strength and the mediating effect of behavioural factors on knowledge acquisition in new product development alliances in the Korean machinery and electronics industries. Tie strength on the operational level, as measured by interaction intensity and intimacy between partners' project managers, was found to enhance knowledge acquisition, whereas the depth and length of firm-level ties did not. Moreover, the influence of interaction intensity and intimacy on knowledge acquisition was mediated by communication quality and fairness, suggesting that operational-level tie strength becomes less relevant for knowledge acquisition when good communication and perceptions of fairness between alliance partners have been established. Taken together, when knowledge acquisition is the objective, behavioural factors seem to play a more prominent role than tie strength in Korean new product alliances.

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Acknowledgements

We thank participants at the EAMSA conference 2006 and two anonymous reviewers for their helpful feedback on earlier versions of this paper.

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Authors and Affiliations

  1. Department of Marketing, Whittemore School of Business and Economics, University of New Hampshire, McConnell Hall, 15 College Road, Durham, 03824, NH, USA

    Ludwig Bstieler

  2. Korea University Business School, Anam-dong, Sungbuk-gu, Seoul, Korea

    Martin Hemmert

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  1. Ludwig Bstieler
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Correspondence to Martin Hemmert.

Appendix: Multiple item key measures

Appendix: Multiple item key measures

Knowledge acquisition (α=0.80)

Through this partnership, we learned a lot about how to develop new products.

Through this partnership, we learned a lot about end-users’ product needs.

Through this partnership, we gained a lot of insights about key tasks involved in the production process.

Interaction intensity at operational level (α=0.86)

The working relationship between us and the partner's representatives could be characterized as close.

Our team members maintained a lot of advice-seeking relations with the partner's representatives.

Interaction intimacy at operational level (α=0.69)

We had a lot of interaction with the partner's representatives, at times even on evenings or weekends.

At times, we interacted even on private or personal issues with the partner's representatives.

Depth of ties at firm level (α=0.76)

Prior to this product development project

  • our firm did a lot of business with this partner company,

  • our firm worked a lot on development projects with this partner company,

  • the history of the relationship between our firm and the partner company could be characterized as stable.

Communication quality (α=0.92)

The communication between us and the partner representatives was

  • untimely/timely,

  • inaccurate/accurate (you can rely on it),

  • inadequate/adequate,

  • incomplete/complete.

Perceived fairness (α=0.90)

  • Disagreements were fairly resolved.

  • Benefits were evenly shared.

  • Benefits were fair compared to efforts.

  • Benefits were fair compared to partner.

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Bstieler, L., Hemmert, M. Influence of Tie Strength and Behavioural Factors on Effective Knowledge Acquisition: A Study of Korean New Product Alliances. Asian Bus Manage 7, 75–94 (2008). https://doi.org/10.1057/palgrave.abm.9200245

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  • DOI: https://doi.org/10.1057/palgrave.abm.9200245

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