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The purpose of this paper is to analyze the issue of knowledge transfer in the context of international asymmetric alliances. The objective is mainly to identify the barriers that can impede the knowledge transfer between asymmetric partners and to analyze the solutions adopted to overcome these barriers.

The authors use a qualitative study involving six cases of asymmetric alliances between Tunisian small-and-medium enterprises (SMEs) and European multinational corporations (MNCs).

The results of this research highlight a set of obstacles related to the context of asymmetric alliance itself and the nature of knowledge transferred by partners. The study emphasizes the importance of translation using artefacts by both partners and proximity with its geographical, organizational and technological dimensions to overcome these obstacles.

The investigation of knowledge transfer in asymmetric alliances was based on the role played by only three proximity dimensions (geographical, organizational and technological), while other factors, such as institutional, social and cultural issues, were not considered. Indeed, future research may take these variables into account in studying solutions to overcome knowledge-transfer barriers in asymmetric alliances.

The paper calls the attention of asymmetric alliance managers to the importance of translation to perform work processes, facilitate knowledge transfer and overcome linguistic barriers. Managers should use virtual artefacts to reduce the constraints resulting from their geographical remoteness and to strengthen cooperation. Further, reinforcing geographical, organizational and technological proximity between partners involved in an international alliance is essential to facilitate knowledge transfer, essentially of tacit knowledge, and to accelerate innovation.

This study emphasizes the importance of the simultaneous role of artefacts, translation and proximity in overcoming obstacles related to the asymmetric alliance itself and the nature of knowledge transferred by partners. The results shed light on the issue of knowledge generation in asymmetric alliances.

The purpose of this paper is to coordinate the different stages involved in designing a “CSR approach” in order to visualize and analyze micro-contradictions occurring between players in a multidisciplinary team.

This intervention research project was spread over three years and conducted within an establishment for dependent elderly people (EDE).

This research extends Engeström's work to highlight the micro-contradictions identified and their nature. These micro-contradictions are reduced and investigated through mediator artifacts incorporating new knowledge.

The main limitation of the research study is that the authors were unable to completely validate Engeström's model, including the notion of instrument. The actors involved all belong to the same organization and use the same tools. This study would be worth repeating with a project team featuring actors from different organizations in order to grasp the concept of instruments used by individual actors.

On the managerial front, the authors draw managers' attention to the importance of collaborative construction of management tools, which can improve the governance of their organizations.

The originality of this paper is based on the opportunity for the long-term analysis of the relationship between potential disturbances and the generation of new knowledge during collaborative work involving a multidisciplinary team. This study is useful for this type of establishment, especially within the context of the current health crisis.