Examining the Relationship between Self-Knowledge Creation Ability and Organizational Performance in Alliance Networks: An Empirical Research Study

Abstract

This empirical research investigates the relationship between self-knowledge creation ability and organizational performance within alliance networks. Drawing upon theories of knowledge creation, social networks, and organizational performance, this study examines how organizations' abilities to create knowledge about themselves impact their performance outcomes in the context of alliance networks. Through quantitative analysis of survey data collected from a diverse sample of organizations participating in alliance networks, this research explores the mechanisms through which self-knowledge creation ability influences various dimensions of organizational performance, including financial performance, innovation, and market competitiveness. Moreover, this study investigates potential moderators and mediators that may influence the strength and direction of the relationship between self-knowledge creation ability and organizational performance outcomes. The findings offer insights into the strategic importance of self-knowledge creation in leveraging alliance networks for achieving organizational goals and enhancing overall performance. Furthermore, this research provides practical implications for managers, alliance partners, and network facilitators seeking to maximize the benefits of collaboration and knowledge sharing within alliance networks.