An empirical investigation of organizational learning through strategic alliances between SMEs created by J. G. Cegarra‐Navarro

Approaches such as the theory of resources and capabilities, the theory of dynamic capabilities, and the theory of knowledge, present knowledge as a fundamental resource to reach sustainable competitive advantages. Therefore, it is clear the importance that has been granted to manage the knowledge as generating motor of intellectual capital in organizations. In this process, cooperation between companies constitutes one of the main forms to acquire knowledge that the company needs and does not possess. Using data of 139 companies of the Spanish optical sector and through two structural equation models, this work analyses the opportunities that strategic alliances offer as source of knowledge. The results indicate that ‘organizational learning’ is unlikely on an organization basis without being fostered by exploration and exploitation of knowledge among partners