Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.557151
Title: Knowledge sharing & decision making for effective industrial partnering : with specific reference to the UK defence sector
Author: Tapping, Elise Norma
Awarding Body: University of the West of England, Bristol
Current Institution: University of the West of England, Bristol
Date of Award: 2011
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Abstract:
This research explores concepts of effective industrial partnering within the context of complex and dynamic defence projects. The particular areas of importance within partnering are how knowledge is shared and how decisions are made in ways which make industrial partnering effective. This empirical study of partnering and non partnering projects investigates the motivations for strategic partnering among organisations whose cultures may radically differ. The methodological approach was to apply a mix of positivist and interpretive paradigms to one partnering and one non-partnering case study. Specific theories covering partnering, knowledge sharing and decision making guided the investigation. The substantive aim of the research was to identify to what extent partnering is mutually beneficial between MoD and Industry; this included an examination of how the Defence Industrial Strategy is shaping partnering behaviours between organisations. The findings show that, contrary to expectations, trust within partnering, while implicitly viewed as one of the critical success factors, is in fact often limited. The transferral of knowledge from one organisation to the other is, in principle, not limited: the necessary absorptive capacity is present, as is the ability to fully exploit potential for innovation. In practice, however, knowledge transfer is partial and uneven. The findings show that partnering can fail to conform to a formal model, but still be effective, even if supposedly definitive key elements of traditional partnering are absent. The conclusion is that short- term partnering relationships are generally asymmetric, the dominance of one partner over the other making them unlikely to work effectively. However, with stable relationships between partners and mutual trust, there is evidence that effective long term industrial partnering can be achieved less formally.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.557151  DOI: Not available
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