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5.6 Conclusion
The purpose of this research was to explore Hamel's (1991) determinants of inter-
partner learning in an NSO-PSF alliance. Four research questions guided the research.
Though once characterised by negative sentiments the relationship between the NSO and
PSF has becoming increasingly positive. There was evidence of friendships between
employees in each partner organisation. The intent to learn was not high in either of the
organisations. The learning intention of the NSO was higher than that of the PSF. Similarly,
the NSO seemed to be more willing to share knowledge with the PSF than vice versa. The
non-profit status of the NSO is put forward as a key factor underpinning this difference.
Neither organisation appeared to have the capacity to learn from each other. Overall, this
study confirms that Hamel's (1991) determinants of learning are an effective approach to
understanding inter-partner learning.
Unfortunately, it seems that organisations in the alliance studied are failing to take
full advantage of the opportunities presented by the alliance. These alliances cannot be
replicated by other PSFs in the Australian sports leagues. Most NSOs are also not able to
establish close relationships with a single PSF. Taken together, these NSO-PSF
relationships are a yet-to-be realised source of sustainable competitive advantage. To not
capitalise upon a resource that is useful, rare, not easily imitable and not easily transferable,
is a strategic management sin of the highest order.
Sports organisations have developed systems of inter-partner relations that achieve a
balance between independent and collective action on one hand, and their simultaneous
cooperative and competitive instincts on the other. Thus relationships between and amongst
sport organisations provide the ideal context to explore the nature of learning between
organisations.
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