Creating Dynamic Learning Capability in Learning Framework through Strategic Alliance

Abstract

Background and Purpose: The changing ecosystem demands improvement in a company’s capabilities through its learning framework and respective dimensions. Using empirical testing, the purpose of this research is to gain a better understanding of the creation of dynamic learning capability through strategic alliances in the learning framework.
Methodology: The data were collected via an online survey of 78 strategic alliances of a public institution. The structural equation model (SEM) was used to test the proposed model.
Finding: Dynamic learning capability positively and significantly affects strategic alliance performance in a learning framework that comprises relationship capital, surfacing, joint learning structure, and knowledge acquisition dimensions.
Conclusion: This research finds that all constructs in the learning framework (relationship capital, surfacing, joint learning structure, and knowledge acquisition) create dynamic learning capability, which has a significant effect on strategic alliance performance. Each construct within the learning framework (relationship capital, surfacing, joint learning structure, and knowledge acquisition) was empirically tested and can create the dynamic learning capability that contributes to the strategic alliance’s performance, notably within the business learning domain.

Keywords: Strategic alliances, Learning framework, Dynamic learning capabilities, Strategic alliance performance