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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
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JOURNAL OF MANAGEMENT POLICY AND PRACTICE


Inter-Organizational Relationships and Firm Performance: Impact of Complementary
Knowledge and Relative Absorptive Capacity


Author(s): Dev K Dutta

Citation: Dev K Dutta, (2012) "Inter-Organizational Relationships and Firm Performance: Impact of Complementary
Knowledge and Relative Absorptive Capacity," Journal of Management Policy and Practice, Vol. 13, Iss. 2, pp. 46 - 55

Article Type: Research paper

Publisher: North American Business Press

Abstract:

In this paper, we examine the phenomenon of dyadic inter-organizational relationships and develop a
conceptual model to explain the influence of complementary knowledge and relative absorptive capacity
on firm performance. Using theoretical perspectives emanating from the knowledge-based view of the
firm and organizational learning, we suggest that performance outcomes in inter-organizational
relationships depend on both stock and flow of knowledge - related to complementary knowledge and
relative absorptive capacity of the firm, respectively.