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This paper examines the relations between organizational identity and executive migration. It proposes that organizational identity affects the patterns of executive migration while in turn executive migration shapes organizational identity. An analysis of organizational identity and executive migration in American liberal arts colleges is proposed. The discussion on its implications, limitations and future research directions concludes the paper. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]

The formation of strategic alliances is often motivated by the benefits arising from organizational learning and knowledge transfer among alliance members. In strategic alliances, both strategic similarity and dissimilarity may exist and both may have positive effects on organizational learning and knowledge transfer. Focusing on strategic similarity and dissimilarity, this paper looks into the process of how it affects the ways of organizational learning and the types of knowledge transferred in strategic alliances in order to develop a framework of strategic similarity and dissimilarity balance. It is argued that strategic similarity tends to facilitate exploitative organizational learning and know-what transfer, while strategic dissimilarity tends to promote exploratory organizational learning and know-how transfer. Building on these arguments around organizational learning and knowledge transfer, this paper proposes a strategic balance view by incorporating the arguments for similarity and dissimilarity among alliance members. Research design is suggested in biotechnology industry. Discussions about theoretical implications and future research directions are made. Finally, the proposed schedule and budget conclude the paper. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]

In spite of the consensus over the benefits of strategic alliances in organizational learning, our understanding of the effects of partner similarity remains conflicted. This paper develops an integrative framework where we propose that moderate levels of partner similarity contributes the most to innovation, and that the effects of partner similarity are contingent on organizational inertia and industry norms. Results from an analysis of 200 dedicated biotechnology firms between 1988 and 1999 support our arguments. This study contributes to the strategic alliance and organizational learning literature by further exploring the effects of partner profile and the influence of industry conditions. ..PAT.-Unpublished Manuscript [ABSTRACT FROM AUTHOR]