000			01373naa a2200169uu 4500
001			9012817305210
003			OSt
005			20190211164634.0
008			090128s2009 xx ||||gr |0|| 0 eng d
100	1		_aTIWANA, Amrit _910690
245	1	0	_aDoes interfirm modularity complement ignorance? : _ba field study of software outsourcing alliances
260			_aChichester, UK : _bWiley-Blackwell, _cNovember 2008
520	3		_aKnowledge-intensive outsourcing alliances present outsourcers with a tension between simultaneously sharing enough private knowledge to accomplish alliance goals and safeguarding such knowledge against misappropriation. This study explores the perspective that increasing interfirm modularity lowers the need for interfirm knowledge sharing. Put another way, modularity complements outsourcee ignorance. Analyses of data on 209 alliances between U.S. firms and software services firms in Russia, Ireland, and India provide strong support for this idea. Our theoretical elaboration and empirical testing of the complementarities between modularity and outsourcee ignorance has significant implications for strategy theory, which are also discussed
773	0	8	_tStrategic management journal _g29, 11, p. 1241-1252 _dChichester, UK : Wiley-Blackwell, November 2008 _xISSN 01432095 _w
942			_cS
998			_a20090128 _b1730^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c28125 _d28125
041			_aeng