Success factors for managing purchasing groups: an empirical survey

In this article, we identify success factors for managing small and intensive purchasing groups by comparing successful and unsuccessful Dutch purchasing groups in a large-scale survey. Transaction costs economics and social exchange theory are used as theoretical frameworks for our broad empirical investigation. We found that the success factors studied that are related to interorganizational trust, the formality of the group, and uniformity of the group members are not success factors for managing purchasing groups. For our data set, the most important success factors are no enforced participation, sufficient total contribution of efforts, all members contribute knowledge, all members rarely change representatives, fair allocation of savings, and communication. We discuss the academic and practical implications of the success factors found

Trust, Organizational Controls, Knowledge Acquisition from the Foreign Parents, and Performance in Vietnamese International Joint Ventures

Successful adaptation in strategic alliances "calls for a delicate balance between the twin virtues of reliability and flexibility" [Parkhe 1998]. On one hand, the joint venture must be flexible enough to respond to the uncertainties of competitive business environments because it is not feasible to plan for every possible contingency. Yet, on the other hand, unfettered flexibility invites dysfunctional behavior, such as opportunism and complacency. This delicate balance accompanies a parallel balance between trust and control of the joint venture. The primary goal of this study is to empirically examine this relationship in the context of Vietnamese international joint ventures (IJVs) by building on the model of knowledge acquisition and performance in IJVs established by Lyles and Salk [1996]. This study makes three major contributions to the literature. First it confirms several findings of the original Lyles and Salk study [1996]. Second, we strengthen Lyles and Salk's original model by incorporating multiple measures of both interorganizational trust and control as independent variables. Finally, this study represents one of the first in-depth examinations of business in the emerging Vietnamese economy.http://deepblue.lib.umich.edu/bitstream/2027.42/39713/3/wp329.pd

What is a networked business?

Due to increasing competitive pressure in their market, many enterprises are implementing changes to the way they conduct business. These changes range from implementing new IT, to redesigning the structure of the organization and entering into all kinds of cooperations with other enterprises, forming what we call a ‘networked business’. In this paper, we try to explain the origin of the networked business from three different, but related, perspectives: resource dependence, transaction cost and IT impact. We also explore some terms that are used to describe interorganizational structures to find their principal components in an attempt to determine relationships between them and find a broad and precise, new definition of the term ‘networked business’

Towards technological rules for designing innovation networks: a dynamic capabilities view.

Inter-organizational innovation networks provide opportunities to exploit complementary resources that reside beyond the boundary of the firm. The shifting locus of innovation and value creation away from the “sole firm as innovator” poses important questions about the nature of these resources and the capabilities needed to leverage them for competitive advantage. The purpose of this paper is to describe research into producing design-oriented knowledge, for configuring inter-organizational networks as a means of accessing such resources for innovation

Trust, Organizational Controls, Knowledge Acquisition from the Foreign Parents, and Performance in Vietnamese International Joint Ventures

Successful adaptation in strategic alliances "calls for a delicate balance between the twin virtues of reliability and flexibility" [Parkhe 1998]. On one hand, the joint venture must be flexible enough to respond to the uncertainties of competitive business environments because it is not feasible to plan for every possible contingency. Yet, on the other hand, unfettered flexibility invites dysfunctional behavior, such as opportunism and complacency. This delicate balance accompanies a parallel balance between trust and control of the joint venture. The primary goal of this study is to empirically examine this relationship in the context of Vietnamese international joint ventures (IJVs) by building on the model of knowledge acquisition and performance in IJVs established by Lyles and Salk [1996]. This study makes three major contributions to the literature. First it confirms several findings of the original Lyles and Salk study [1996]. Second, we strengthen Lyles and Salk's original model by incorporating multiple measures of both interorganizational trust and control as independent variables. Finally, this study represents one of the first in-depth examinations of business in the emerging Vietnamese economy.

Boundaryless Management - Creating, transforming and using knowledge in inter-organizational collaboration. A literature review

Current literature on organizations often argues that firms are becoming increasingly dependent on knowledge residing outside their own boundaries requiring organizations to increase their entrepreneurial abilities and make their boundaries more flexible and permeable. This paper reviews the literature on what might be called interorganizational knowledge work. Implied in this focus is an assumption of clear organizaitonal boundaries. Rather than taking these boundaries and their importance for granted, the current review, however, aims at relativizing these boundaries. By focusing the empirical phenomenon of collaboration between individuals in different organizations, four different streams of literature with different constructions of the organizational boundary and its importance were identified: the literature on learning in alliances and joint ventures, the literature on collaboration in industrial networks, the literature on social networks and communities of practice and finally the literature on geographical clusters and innovation systems. The above four streams of the literature are reviewed with a special focus on the following three questions: 1. What is the role of (organizational) boundaries in interorganizational knowledge work? 2. What do we know about how these boundaries can be overcome? 3. What are the implications for managing interorganizational knowledge work spelled out in the literature?Interorganizational collaboration; Knowledge Management; Literature review

Goal Congruence, Trust and Organisational Culture: Strengthening Knowledge Links

Collaboration between organizations benefits from knowledge links -- a form of strategic alliance that gives organizations access to the skills and capabilities of their partner and opportunity to create new capabilities together. Using the example of alliances between two universities and SAP AG, the market leader in Enterprise Software, the paper suggests some management practices to improve goal congruence, trust and alignment between different organizational cultures. For example, face-to-face interactions are critical for building a close relationship over time. A theoretical framework of the five phases of partnership development and the three challenges faced by knowledge link partnerships is proposed, along with implications for management, universities and research

Explorative R&D collaboration: Searching for effective and efficient governance mechanisms.

Explorative R&D collaboration is an important alternative for the internal development of new technologies. The high failure rate of this type of inter-organizational collaboration, however, indicates that governing explorative R&D collaboration is not a straightforward task. Moreover, we argue that different theoretical perspectives have formulated contradictory advice of how to govern explorative R&D collaboration. Given high risks of opportunistic behavior and high coordination costs within explorative R&D collaboration, Transaction Cost Economics and Organization Theory emphasize the need for formal governance mechanisms. The innovation literature, however, stresses that formal governance mechanisms prohibit the carrying out of explorative activities which are necessary to develop new technologies. We also suggest two alternatives to address these paradoxical requirements. In specific, we argue that effective and efficient governance of explorative R&D collaboration can be achieved by 1) collecting second-hand information about potential partners, allowing for the substitution of formal governance by relational governance, and 2) combining formal and relational governance mechanisms. Based on these theoretical findings, we emphasize the importance of longitudinal, multi-level research to study the characteristics and dynamics of different governance mechanisms within inter-organizational collaboration.Behavior; Characteristics; Coordination; Cost; Costs; Dynamics; Economics; Governance; Information; Innovation; Organization theory; R&D; Requirements; Research; Risk; Studies; Substitution; Technology; Theory; Transaction cost;