In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary resources/capabilities, and (4) effective governance. We examine each of these potential sources of rent in detail, identifying key subprocesses, and also discuss the isolating mechanisms that serve to preserve relational rents. Finally, we discuss how the relational view may offer normative prescriptions for firm-level strategies that contradict the prescriptions offered by those with a resource-based view or industry structure view.

https://www.jstor.org/stable/pdfplus/259056.pdf

The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage

Organizational commitment has been conceptualized and measured in various ways. The two studies reported here were conducted to test aspects of a three-component model of commitment which integrates these various conceptualizations. The affective component of organizational commitment, proposed by the model, refers to employees' emotional attachment to, identification with, and involvement in, the organization. The continuance component refers to commitment based on the costs that employees associate with leaving the organization. Finally, the normative component refers to employees' feelings of obligation to remain with the organization. In Study 1, scales were developed to measure these components. Relationships among the components of commitment and with variables considered their antecedents were examined in Study 2. Results of a canonical correlation analysis suggested that, as predicted by the model, the affective and continuance components of organizational commitment are empirically distinguishable constructs with different correlates. The affective and normative components, although distinguishable, appear to be somewhat related. The importance of differentiating the components of commitment, both in research and practice, is discussed.

The measurement and antecedents of affective, continuance and normative commitment to the organization

A three-component conceptualization of organizational commitment

The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.

Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance

It is argued that (a) social identification is a perception of oneness with a group of persons; (b) social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation; and (c) social identification leads to activities that are congruent with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification. This perspective is applied to organizational socialization, role conflict, and intergroup relations.

Social Identity Theory and the Organization

* Introduction The Players And The Stage * Men and Women of the Corporation: The Population * Industrial Supply Corporation: The Setting Roles And Images * Managers * Secretaries * Wives Structures And Processes * Opportunity * Power * Numbers: Minorities and Majorities Understanding The Action * Contributions to Theory: Structural Determinants of Behavior in Organizations * Contributions to Practice: Organizational Change, Affirmative Action, and the Quality of Work Life * Afterword to the 1993 Edition

/pdf/men-and-women-of-the-corporation-1yaxvnn74w.pdf

Men and Women of the Corporation

The change masters

Proportions, that is, relative numbers of socially and culturally different people in a group, are seen as critical in shaping interaction dinamics, and four group types are identified in the basis of varying proportional compositions. "Skewed" groups contain a large preponderance of one type (the numerical "dominants") over another (the rare "tokens"). A framework is developed for conceptualizing the processes that occur between dominants and tokens. Three perceptual phenomena are associated with tokens: visibility (tokens capture a disproportionate awareness share), polarization (differences between tokens and dominants are exaggerated), and assimilation (tokens' attributes are distorted to fit preexisting generalizations about their social type). Visibility generates performance pressures; polarization leads dominants to heighten their group boundaries; and assimilation leads to the tokens' role entrapment. Illustrations are drawn from a field study in a large industrial corporation. Concepts are exten...

Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women

Collaborative advantage: The art of alliances

The micro-processes (small-scale tasks performed byindividuals and groups) that generate innovation are considered in order todetermine which conditions are best for the cultivation of innovations.Adynamic model of innovation is offered which reflects the innovation process asuncertain, knowledge-intensive, controversial and boundless. The model connectsthe four primary tasks of the innovation process to the social patterns andstructures that foster those tasks.These tasks include idea generation,coalition building, idea realization (prototype production), and diffusion(commercialization of the product). Following in-depth discussions of each of the four tasks, it is argued thatclose structural connections between potential innovators and users is integralto the innovation process, as are structural connections between the innovationitself and the organizations that will circulate and commercialize theproduct.Interorganizational ties and organization-environment connectionsfacilitate and enrich the innovation process.(SAA)

Rosabeth Moss Kanter

Papers

Men and Women of the Corporation

The change masters

Some Effects of Proportions on Group Life: Skewed Sex Ratios and Responses to Token Women

Collaborative advantage: The art of alliances

When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organization