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Interorganizational Relationships (interorganizational + relationships)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting66%
Humanities and Social Sciences33%

Selected Abstracts

Extraregional Linkages and the Territorial Embeddedness of Multinational Branch Plants: Evidence from the South Tyrol Region in Northeast Italy

ECONOMIC GEOGRAPHY, Issue 4 2006
Markus Perkmann
Abstract: This article reevaluates the regional embeddedness of multinational manufacturing branch plants in view of recent work on global production networks and extraregional links. It argues that the predominance of extraregional production linkages is not necessarily detrimental to regional economies and that such linkages can even compensate for weak territorial innovations systems in noncore regions. The arguments are supported by a case study of the South Tyrol region of Italy, using firm-level data from surveys and interviews, complemented by evidence on institutional conditions. The findings suggest that neither the branch plants nor the locally owned manufacturing firms are strongly embedded in the region in terms of material linkages and interorganizational relationships, indicating that the ownership status of firms is not a good predictor of embeddedness. Second, compared to local firms, branch plants are more innovative and hence contribute to a larger degree to regional upgrading processes. Third, South Tyrol's core institutional structures, such as those governing the labor force, play a decisive role in the competitiveness of branch plants and therefore create codependencies that bind these producers to the territory. The results suggest a more differentiated assessment of the role of branch plants within noncore regions. [source]

The Evolutionary Role of Interorganizational Communication: Modeling Social Capital in Disaster Contexts

HUMAN COMMUNICATION RESEARCH, Issue 2 2010
Marya L. Doerfel
Employing a community ecology perspective, this study examines how interorganizational (IO) communication and social capital (SC) facilitated organizational recovery after Hurricane Katrina. In-depth interviews with 56 New Orleans organizations enabled longitudinal analysis and a grounded theory model that illustrates how communication differentiated four phases of recovery: personal emergency, professional emergency, transition, rebuilding. Communicative action taking place across phases corresponds with the evolutionary mechanisms. Most organizations did not turn to interorganizational relationships (IORs) until the transitional phase, during which indirect ties were critical and incoming versus outgoing communication was substantively different. Organizations did not consistently use IO SC until the last phase. This study underlines the fact that organizations and their systems are fundamentally human and (re)constructed through communicative action. Le rôle évolutionnaire de la communication interorganisationnelle : la présentation du capital social en contextes de désastres Marya L. Doerfel, Chih-Hui Lai, & Lisa V. Chewning Adoptant la perspective de l'écologie des communautés, cette étude examine la manière dont la communication interorganisationnelle et le capital social ont facilité le rétablissement organisationnel après l'ouragan Katrina. Des entretiens en profondeur avec 56 organisations de la Nouvelle-Orléans ont permis une analyse longitudinale et un modèle de théorie ancrée illustrant la manière dont la communication distinguait quatre stades de rétablissement : l'urgence personnelle, l'urgence professionnelle, la transition et la reconstruction. L'action communicationnelle ayant lieu à travers les stades correspond aux mécanismes évolutionnaires. La plupart des organisations ne se sont pas tournées vers les relations interorganisationnelles avant le stade de transition, au cours duquel les liens indirects étaient cruciaux et la communication entrante était significativement différente de la communication sortante. Les organisations n'utilisaient pas systématiquement le capital social interorganisationnel avant le dernier stade. Cette étude souligne le fait que les organisations et leurs systèmes sont fondamentalement humains et (re)construits à travers l'action communicationnelle. Die evolutionäre Rolle von Kommunikation zwischen Organisationen: Die Modellierung von sozialem Kapital im Kontext von Katastrophen Marya L. Doerfel, Chih-Hui Lai, & Lisa V. Chewning Unter Anwendung einer gesellschaftsökonomischen Perspektive untersucht diese Studie, wie Kommunikation zwischen Organisationen und soziales Kapital die Erholung von Organisationen nach Hurrikan Katrina erleichterte. Tiefeninterviews mit 56 Organisationen in New Orleans ermöglichten eine Längsschnittanalyse und ein Grounded Theory Modell, welches zeigt, wie die Kommunikation sich in vier Phasen der Regeneration unterteilt: persönlicher Notfall, professioneller Notfall, Übergang, Erneuerung. Kommunikatives Handeln, welches in allen Phasen stattfand, korrespondiert mit evolutionären Mechanismen. Die meisten Organisationen wandten sich nicht Beziehungen zwischen Organisationen zu bis sie in die transitionale Phase kamen, in welcher indirekte Beziehungen wichtig waren und eingehende versus ausgehende Kommunikation fundamental verschieden waren. Organisationen nutzen soziales Kapital zwischen Organisationen durchgehend bis auf die letzte Phase. Die Studie unterstreicht die Tatsache, dass Organisationen und ihre Systeme elementar menschlich sind und durch kommunikatives Handeln konstruiert und rekonstruiert werden. El Rol Evolucionario de la Comunicación entre Organizaciones: Modelando el Capital Social en los Contextos de Desastre Marya L. Doerfel, Chih-Hui Lai, & Lisa V. Chewning School of Communication and Information Studies, Rutgers University, New Brunswick, NJ 08901, USA Resumen Empleando una perspectiva de comunidad ecológica, este estudio examina cómo la comunicación entre organizaciones y el capital social (SC) facilitaron la recuperación después del Huracán Katrina. Entrevistas en profundidad de 56 organizaciones de Nuevo Orleans permitieron un análisis longitudinal y un modelo de teoría construido sobre los datos que ilustran cómo la comunicación diferenció 4 fases de recuperación: emergencia personal, emergencia profesional, transición y reconstrucción. La acción comunicativa se lleva a cabo a través de las fases correspondientes con los mecanismos de evolución. La mayoría de las organizaciones no recurrieron a las relaciones entre organizaciones (IORs) hasta la fase transicional, durante la cual los lazos indirectos fueron críticos y la comunicación de entrada versus la de salida fueron substantivamente diferentes. Las organizaciones no son consistentemente usadas con IO SC hasta la última fase. Este estudio subraya el hecho que las organizaciones y sus sistemas son fundamentalmente humanos y (re)construidos a través de la acción de la comunicación. [source]

Contract Formalization and Governance of Exporter,Importer Relationships

JOURNAL OF MANAGEMENT STUDIES, Issue 3 2008
Preet S. Aulakh
abstract Exporting relationships between manufacturers and foreign importers pose unique coordination problems because, on the one hand, transactions are recurrent and both firms make non-trivial relationship-specific investments, but at the same time, the exchange partners maintain separate legal entities with individual profit claims. This study examines the role of contracts as a governance mechanism in these relationships that are neither market-based discrete transactions, nor can be governed through ownership-based hierarchies. Drawing upon recent research on contract law and interorganizational relationships, we develop and empirically test a model that incorporates both the antecedents and performance implications of the nature of contract governing exporter,importer relationships. [source]

LOOKING FORWARD, PUSHING BACK AND PEERING SIDEWAYS: ANALYZING THE SUSTAINABILITY OF INDUSTRIAL SYMBIOSIS

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 4 2009
PRATIMA BANSAL
This paper compares and contrasts two different forms of interorganizational relationships that deal with the production and movement of waste: industrial symbiosis and supply chains. Industrial symbiosis reuses, recycles and reprocesses byproducts and intermediates within the system of organizations, whereas conventional supply chains reduce waste within manufacturing processes and reuse end-of-life products. Although both these models address waste, there is surprisingly little consideration of industrial symbiosis within supply chain research. Yet, industrial symbiosis has much to offer the study of sustainable development within supply chains. Industrial symbiosis emphasizes community, cooperation and coordination among firms, which serves to protect the environmental integrity, social equity and economic prosperity of the region , all hallmarks of sustainable development. However, such tight integration among a diverse set of organizations is difficult to jump start and difficult to maintain. In this paper, we also outline the challenges and offer some ideas on how to address these challenges. We ground our insights from interviews with firms in the Sarnia-Lambton region of Ontario, Canada. This region is home to over 130,000 people, and has a strong physical infrastructure and social structures that have facilitated symbiotic relationships among local businesses. [source]

The effectiveness of nonprofit lead-organization networks for social service delivery

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2010
Bin Chen
Public agencies increasingly contract with nonprofit organizations to lead community-based networks for social service delivery. We explore the role that partnership characteristics play in the effectiveness of these networks. Using data on children and family services in Los Angeles County, we consider the impact of both the motivations for forming partnerships and the nature of the resulting partnerships on perceived outcomes for clients, interorganizational relationships, and organizational learning. We find that client outcomes and interorganizational relationships are enhanced when partnerships are formed to meet certain programmatic and organizational goals. Organizational learning, however, is affected only when partnerships are formed to enhance organizational legitimacy. Partners selected because they share common vision increase effectiveness, while those selected because there are few alternative partners decrease effectiveness. Finally, when partnerships use an interorganizational coordination mechanism, client outcomes are improved. The managerial implications of these impacts for the nonprofit sector are developed. The results lend considerable support to the role of partnership motivation and partner selection in the effectiveness of nonprofit lead-organization networks, and specificity about the nature of that role. [source]

From Competition to Collaboration in Public Service Delivery: A New Agenda for Research

PUBLIC ADMINISTRATION, Issue 1 2005
Tom Entwistle
Competition was one of the guiding threads of public policy under the Conservative Governments of the 1980s and 1990s. But whereas the Conservatives looked to the market primarily for the disciplining and economizing effects of competition, the Labour Government sees the market as a source of innovation and improvement. Following a brief description of these different perspectives, this paper identifies three avenues deserving of further inquiry: the costs and benefits of high trust interorganizational relationships; the way in which partnerships combine the competencies of different sectors; and finally, the extent to which the new partnerships transform public service delivery. [source]

Death for a Terrorist: Media Coverage of the McVeigh Execution as a Case Study in Interorganizational Partnering between the Public and Private Sectors

PUBLIC ADMINISTRATION REVIEW, Issue 5 2003
Linda Wines Smith
In June 2001, the Federal Bureau of Prisons helped to carry out the execution of Timothy McVeigh for his role in the infamous 1995 bombing of the Murrah Federal Building in Oklahoma City. The intense national and international media attention that the execution received was virtually unprecedented in the bureau's history, and it put the bureau in the difficult position of having to carry out two potentially conflicting responsibilities: facilitating coverage of the execution by hundreds of reporters, producers, and technicians, while maintaining the safety and security of the maximum security penitentiary in which the execution was held. Historically, the Bureau of Prisons has preferred to maintain a low media profile and had no experience managing a large-scale media event. This article examines how the bureau met this challenge by forming a partnership with the news media through the creation of a Media Advisory Group. It analyzes the goals, functions, and achievements of the Media Advisory Group by employing the Dawes model of interorganizational relationships. [source]

A Conceptual Model for Researching the Creation and Operation of Supply Networks,

BRITISH JOURNAL OF MANAGEMENT, Issue 1 2004
Christine Harland
This paper presents a conceptual model for the creation and operation of supply networks. Existing conceptual research relating to interorganizational relationships and networks is reviewed in terms of its relevance to understanding supply networks; this research is drawn from the fields of strategic management, channel management, industrial marketing and purchasing, organizational behaviour and supply-chain management. The different perspectives each field has on networks are highlighted. Contributions made by each in assisting to understand supply networks are discussed and synthesized. Findings from an exploratory survey are used to structure the design of a conceptual model for analysing the processes involved in the creation and operation of supply networks. The authors identify nine different types of networking activities and discuss the nature of these activities in the context of supply. Four different types of contextual factors relating to supply networks are identified. The model is tested in eight in-depth case studies and a validating survey of 58 focal firm networks. It is concluded that it provides a robust structure that enabled complex, cross-case analysis of multi-variable, multi-disciplinary data from interorganization product/service supply networks, but that further testing by other researchers is required. [source]

Capability building through adversarial relationships: a replication and extension of Clarke and Roome (1999)

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 5 2003
Pursey P. M. A. R. Heugens
Cooperative interorganizational relationships are seen by many as indispensable vehicles for accessing external knowledge and accumulating capabilities. Surprisingly, the question of whether companies can also build capabilities through adversarial relationships has received little attention. This paper reports a study of the learning,action network of a major Anglo-Dutch food and personal care company. The firm's present relationships with consumer representatives and environmental activists are strongly adversarial, due to the recent introduction of genetically modified ingredients. The study shows that companies can still build capabilities in a hostile environment, but that adversity influences capability building processes as well as capability content. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source]