Knowledge that Transforms

Abstract Strategic technology partnering between firms has become a growing subject of interest to both companies experimenting with this mode of economic organization and researchers from a wide variety of academic disciplines. In this study an effort is made to measure the effect of strategic technology partnering on companies engaged in such joint efforts. A study of the relevant literature on interfirm cooperation generates some basic understanding of this phenomenon, after which the empirical analysis is expanded with linear structural modeling of a number of relevant explanatory variables setting strategic partnering in a more complex environment.

Organizational capabilities, appropriately defined, can meet the conditions, articulated by the resource-based view of the firm, for being a source of sustainable competitive advantage. However, this paper observes that there are limits to the extent of the importance of such capabilities. They are vulnerable to threats of erosion, substitution, and above all to being superseded by a higher-order capability of the ‘learning to learn’ variety. This suggests that there can be an infinite regress in the explanation for, and prediction of, sustainable competitive advantage. The problem is resolved by arguing that the value of organizational capabilities is context dependent, and by recognizing that the strategy field will never find the ultimate source of sustainable competitive advantage.

Three types of trust in economic exchanges are identified: weak form trust, semi-strong form trust, and strong form trust. It is shown that weak form trust can only be a source of competitive advantage when competitors invest in unnecessary and expensive governance mechanisms. Semi-strong form trust can be a source of competitive advantage when competitors have differential exchange governance skills and abilities, and when these skills and abilities are costly to imitate. The conditions under which strong form trust can be a source of competitive advantage are also identified. Implications of this analysis for theoretical and empirical work in strategic management are discussed.

Three-month-old infants cannot yet coordinate and control their limbs for functional tasks like reaching or locomoting This study demonstrates that given an appropriate, novel task, infants can transform their seemingly spontaneous kicking movements into new and efficient patterns of interlimb coordination even at this early age Three-month-old infants were allowed to control the movement of an overhead mobile by means of a string attached to their left ankles In addition, some groups had their two legs yoked together at the ankle with a soft elastic The elastic permitted kicks to be coordinated in any pattern—alternating, single, or simultaneous—but simultaneous kicks provided the most vigorous activation of the mobile All infants kicked more and faster when their kicks were reinforced by mobile movement than when their kicks did not activate the mobile However, only the yoked infants increasingly moved their legs in a simultaneous, or in-phase, pattern The study suggests that learning processes are in place at 3 months for infants to discover a match between their interlimb coordination patterns and a specific task, and that these learning processes, rather than autonomous brain “maturation,” may underlie the acquisition of motor skills

Significant individual variation is observed in how people reason as jurors At the satisficing end of a continuum we identify, the juror draws on evidence selectively to construct a single story of what happened, with no acknowledgment of discrepant evidence or alternative possibilities A contrasting theory-evidence coordination mode of processing entails construction of multiple theories (story-verdict constellations) that are evaluated against the evidence and against alternatives Individual differences influence task outcome, the satisficing mode being associated with more extreme verdict choices and very high certainty