Forming a Learning Network across Transactional Networks: The Case of the A-Team in Taiwan Bicycle Industry
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Abstract
This study explores the significant practice of forming a learning network across competing transactional networks. Among the proliferating research fields in coopetition, inter-organizational cooperation and organizational learning, less attention has been paid to understanding the cooperation of forming a learning network across competing transactional networks. By investigating the case of the A-Team formed by two transactional networks led by Giant and Merida respectively, this study unfolds the practice and implications on how firms develop their core competencies by forming a learning network across competing transnational networks. Firms are benefited from learning with multiple partners and acquired the competitive advantage by strategizing on network positions. Theoretically, this study explores the important issues including the formation and interaction between the learning network and transactional networks, and the influence of learning network to each member firm. Based on the analysis of these issues, this study derives propositions and implications on forming a learning network across transactional networks and the strategies for positioning in a network. Practically, this study provides valuable references for firms' decisions and actions in inter-network learning.
