Abstract
Strategic alliance (SA) is pursued by a diverse array of firms motivated by a range of factors. Among the SA themes, knowledge transfer (KT) has gained significant popularity over the past fifteen years. The developing literature is ontologically, epistemologically, and methodologically diverse. In spite of helpful reviews, the intellectual structure (up‐stream decisions) of SA–KT research remains unclear, arguably resulting in the accidental rather than deliberate diversity potentially slowing the advancement of knowledge, its efficacy, its interpretation, and utility. By systematically analysing the intellectual structure of the empirical SA–KT studies published in peer‐reviewed journals between 1990 and 2017 we address these shortcomings. The aim is to identify the preponderance of particular methods, and/or analytical procedures, developing the essence of the established research conventions. By reviewing the up‐stream rather than the more conventional down‐stream decisions, we offer an alternative approach to conducting systematic management literature reviews helpful to future researchers.
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