Relationship learning: A conduit for internationalization |
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| Affiliation: | 1. School of Marketing and Communication, University of Vaasa, Finland;2. School of Business and Economics, Linnaeus University, Sweden;1. Adam Smith Business School, University of Glasgow, University Avenue, Glasgow, G12 8QQ, UK;2. Ivey Business School, Western University, 1255 Western Road, London, Ontario, N6G 0N1, Canada;1. Department of Management, College of Business Administration & Public Management, West Chester University, 50 Sharpless Street, BPMC 472, West Chester, PA 19383, USA;2. The Fox School of Business, Temple University, 1801 Liacouras Walk, 559 Alter Hall, Philadelphia, PA 19122, USA;3. The Pennsylvania State University Abington, 1600 Woodland Rd, Abington, 19001 PA, USA;4. Barney School of Business, University of Hartford, USA;5. School of Business, University of Puerto Rico, San Juan, USA and Indian Institute of Management, USA;6. College of Business, University of New Haven, USA;1. Department of Management, Quinlan School of Business, Loyola University Chicago, 16 E. Pearson St., Chicago, IL 60611, United States;2. School of Finance and Management, SOAS University of London, UK;3. Department of Management, The Chinese University of Hong Kong, Shatin, N.T., Hong Kong;1. Hiroshima University, Graduate School of Social Sciences, 1-1-89 Higashi-Senda-machi, Naka-ku, Hiroshima City, Hiroshima, 730-0053, Japan;2. Loughborough University London, Institute for International Management, 3 Lesney Avenue, The Broadcast Centre, Here East, Queen Elizabeth Park, London, E15 2CZ, United Kingdom;3. Hanken School of Economics, Department of Management and Organisation, Arkadiankatu 22, P.O. Box 479, 00101 Helsinki, Finland;1. University of Birmingham, United Kingdom;2. University of Sheffield, United Kingdom;3. Xi’an Jiaotong University, China;1. Universita Cattolica del Sacro Cuore, Largo A. Gemelli, 1, 20123, Milano, Italy;2. University of Liverpool Management School, Chatham Street, Liverpool, L69 7ZH, UK;3. Leeds University Business School, University of Leeds, Leeds, LS2 9JT, UK |
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| Abstract: | Internationalization opportunities can emerge through inter-organizational sharing, yet research on why and how organizations learn through relationship interactions is underdeveloped. We explore how learning in supplier-customer relationships contributes to organizational offerings through the knowledge development process. We identify relationship learning as an organizational dynamic capability by thematic analysis of qualitative longitudinal data from large as well as small and medium-sized organizations. Our case study of organizations demonstrates that nurturing personal relationships and paying attention to customer communication is core in knowledge sharing. Customer input is valuable in solution offerings, strengthening mutual work, and growth in internationalization within an existing relationship or in new ones. The results endorse that the knowledge development processes and commitments transpire at both ends of the relationship. The findings provide practical managerial implications for ensuring the development of open and transparent communication conduits in relationships. The process of providing a solution that addresses customers' needs must begin with understanding their work, issues, and the intended jobs they will perform. |
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| Keywords: | Dynamic capability Customer needs Opportunity Microfoundations Internationalization process |
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