Resources, Knowledge and Influence: The Organizational Effects of Interorganizational Collaboration*
TLDR
In this article, the authors present the results of a qualitative study that examines the relationship between the effects of interorganizational collaboration and the nature of the collaborations that produce them, based on the collaborative activities of a small, nongovernmental organization (NGO) in Palestine over a four-year period.Abstract:
Inter-organizational collaboration has been linked to a range of important outcomes for collaborating organizations. The strategy literature emphasizes the way in which collaboration between organizations results in the sharing of critical resources and facilitates knowledge transfer. The learning literature argues that collaboration not only transfers existing knowledge among organizations, but also facilitates the creation of new knowledge and produce synergistic solutions. Finally, research on networks and interorganizational politics suggests that collaboration can help organizations achieve a more central and influential position in relation to other organizations. While these effects have been identified and discussed at some length, little attention has been paid to the relationship between them and the nature of the collaborations that produce them. In this paper, we present the results of a qualitative study that examines the relationship between the effects of interorganizational collaboration and the nature of the collaborations that produce them. Based on our study of the collaborative activities of a small, nongovernmental organization (NGO) in Palestine over a four-year period, we argue that two dimensions of collaboration – embeddedness and involvement – determine the potential of a collaboration to produce one or more of these effects.read more
Citations
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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
Supply chain collaboration: Impact on collaborative advantage and firm performance
Mei Cao,Qingyu Zhang +1 more
TL;DR: In this paper, the authors explored the nature of supply chain collaboration and explore its impact on firm performance based on a paradigm of collaborative advantage and found that collaborative advantage is an intermediate variable that enables supply chain partners to achieve synergies and create superior performance.
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Managing the Rivalry of Competing Institutional Logics
Trish Reay,C. R. Hinings +1 more
TL;DR: In this article, the authors investigated an organizational field where competing institutional logics existed for a lengthy period of time and identified four mechanisms for managing the rivalry of competing logics that facilitated and strengthened the separate identities of key actors.
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Social Enterprises as Hybrid Organizations:A Review and Research Agenda*
TL;DR: In this paper, the authors identify hybridity, the pursuit of the dual mission of financial sustainability and social purpose, as the defining characteristic of social enterprises, and assess the impact of hybridity on the management of the SE mission, financial resource acquisition and human resource mobilization.
References
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The iron cage revisited institutional isomorphism and collective rationality in organizational fields
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this paper, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
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