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2.7.2 Transparency
Transparency is the potential for learning to occur. Hamel (1991) uses the term
‘collaborative membrane’ to describe the ability for skills and capabilities to flow between
alliance partners. This concept is based on the biological reference to a cell membrane,
which is semi-permeable, and acts as a regulator for what can enter and exit the cell.
Partners that are high in transparency will allow each other uncontrolled access to their
organisation. How closely these partners work together, and the levels of trust involved in
the relationship will determine the permeability of each organisation.
Alliance protocols allow the creation and sharing of ‘knowledge channels’ between
partners allowing for the transfer of information (Lei et al., 1997). As members of alliances
develop an interactive level of friendship, sharing becomes natural (Baughn et al., 1997;
Nonaka, 1994). For example as communication between alliance partners increases,
information flow should also increase (Ratten & Ratten, 2004). However the ‘clannishness’,
the point where one organisation may appear to reject outsiders may limit the relationship
quality between organisations (Hamel, 1991).
Just as the level of intent will vary between alliance partners, the level of
transparency will also vary. For any number of reasons, some partners will be more
transparent than others (Baughn et al., 1997; Dyer & Singh, 1998; Hamel, 1991; Larsson et
al., 1998; Muthusamy & White, 2005). Hamel (1991) found that in an alliance between
Western and Japanese based firms, the Japanese based organisations were less transparent
than their Western partner. Organisations may want to protect certain capabilities from
being absorbed by their partner (Kale et al., 2000). Some organisations may appear to be
selfish and hold some knowledge back (Huxham & Hibbert, 2008). This makes for good
business sense, as organisations do not want to provide other organisations with free and
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