Study of the impact mechanism of inter-organizational learning on alliance performance—with relationship capital as the mediator

Abstract

In previous studies, most scholars merely focused on the direct effect of inter-organizational learning on alliance performance and the impact of relationship capital on the learning between alliance organizations, while ignoring the fact that inter-organizational learning may also exert a significant positive effect on relationship capital and further influence alliance performance through the intermediary of relationship capital. This article constructs a theoretical model of the indirect impact mechanism of the learning between alliance organizations on alliance performance with relationship capital as the mediator. Based on the questionnaire data of 210 alliance enterprises in China, this article empirically researches into the relationship among inter-organizational learning, relationship capital (trust and relationship commitment) and alliance performance. The findings suggest that in the specific management situations in China, the learning between alliance organizations can affect alliance performance not only in a direct manner, but also in an indirect manner through the intermediary of relationship capital. By summing up the empirical results, the article puts forward some suggestions on management practices to further enrich the understanding of the value of learning between alliance organizations.