Roles played by relational trust in strategic alliances

In this paper we develop the concept of relational quality as a proxy for relational trust. Exploration of data from 67 alliances confirms that relational quality is composed of three elements: initial conditions, partner interactions, and external events. We offer propositions on the relative importance of each of these elements depending on the different roles relational trust may play in strategic alliances: the role of a control mechanism, of a governance mechanism, or as an enabler of high risk initiativesManagement; Strategy

Longevity of strategic alliances between competitors: A dynamic value creation approach

Strategic alliances (SAs) present both a high value creation potential as well as entailing high management costs. Research on SA duration has generally focused on factors that affect management costs. The underlying logic in these papers is that factors that increase management costs reduce the likelihood of SA survival and, therefore, SA longevity. The basic assumption is that these factors do not affect the rent-generating potential of the SA. However, we argue that certain factors that increase management costs also increase the rent-generating potential. In particular, this is the case in SAs between competitors. This view complements that of SAs between competitors as learning races. The purpose of the present paper is to shed light on the question of how the fact that the partners in a SA are competitors affects the SA's chances of survival and its longevity.Strategic alliances; value creation;

Relational quality: A dynamic framework for assessing the role of trust in strategic alliances

The organizational literature has always posited that «trust» plays a key role in economic exchanges, particularly when one or another party is subject to the risk of opportunistic behaviour, incomplete monitoring, or when moral hazard problems arise. These conditions are almost always present in the case of alliances and joint ventures between independent parties. This paper explores the concept of «relational quality» in one such inter-organizational form ­dyadic alliances­ where past experience and the shadow of the future play an important role. Relational quality is important, as it affects the extent to which partners substitute reliance on trust for more formal control mechanisms. Building on theory, case studies and survey data, we develop a framework for thinking about trust in dynamic and practical terms. We define three elements affecting relational quality in alliances: the initial conditions surrounding the exchange, the cumulative experiences of the parties with each other's behaviours as they interact, and the impact that external events have on perceptions of behaviour and attitudes of the parties about each other's trustworthiness. We use data on a sample of alliances with one Spanish partner to explore the relative impact of these elements and develop a more precise set of propositions from this framework. The paper should guide further work towards quantifying the role of trust as a control mechanism in the performance of strategic alliances.Alliances; economic exchanges; joint ventures;

Report a review of the concepts and definitions of the various forms of relational contracting

Partnering has been defined in many ways. It can be considered as an individual project mechanism or can be considered as a long term strategy. Alliancing is normally assumed to be a long term business strategy linking together client, contractor and supply chain. Relational contracting goes further than this and brings in the whole philosophy of the value chain and the linking of the interdependent parts within the construction project as a key business objective. This document aims to review existing definitions of these three concepts and present and overview of the current state of-the-art in terms of their use and implementation. The document should be useful for all of those project team members looking to sharpen their understanding of the various concepts and will also provide a platform for debating the current state of the definitions and implementations being used in Main Roads and Public Works Departments

Intellectual Capital Architectures and Bilateral Learning: A Framework For Human Resource Management

Both researchers and managers are increasingly interested in how firms can pursue bilateral learning; that is, simultaneously exploring new knowledge domains while exploiting current ones (cf., March, 1991). To address this issue, this paper introduces a framework of intellectual capital architectures that combine unique configurations of human, social, and organizational capital. These architectures support bilateral learning by helping to create supplementary alignment between human and social capital as well as complementary alignment between people-embodied knowledge (human and social capital) and organization-embodied knowledge (organizational capital). In order to establish the context for bilateral learning, the framework also identifies unique sets of HR practices that may influence the combinations of human, social, and organizational capital

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;

Common Territory? : Comparing the IMP Approach with Economic Geography

The IMP research tradition has always been open to the cross-fertilisation of ideas with other social science disciplines that study similar phenomena. Recent years have seen a growing interest among IMP researchers in phenomena such as regional strategic networks, spatial clusters and innovation and new business development in networks. IMP papers published on these topics are increasingly citing conceptual frameworks and empirical findings from the field of economic geography. This paper discusses the development of IMP thought and the development of thought in economic geography (particularly evolutionary economic geography), and compares their approaches to the analysis of regional phenomena. The goal is to identify key ideas from economic geography that have been under-exploited in IMP research, in order to suggest original new approaches available to IMP researchers interested in these fields. A number of such ideas are explored: proximity as a multi-dimensional and multi-faceted concept; the distinction between, and relative importance of, learning activities arising automatically from being embedded in a community (local or regional buzz) and learning activities arising from positive investment in channels of communication (pipelines); the concept of relational capital developed by economic geographers; and, conceptualisations of externalities commonly used in the study of spatial clustersPeer reviewedFinal Accepted Versio

Relational quality: Managing trust in corporate alliances

The management literature has often argued that "trust" plays a key role in economic exchanges, particularly when one or another party is subject to the risk of opportunistic behaviour and incomplete monitoring, or when problems due to moral hazard or asymmetric information arise. These conditions are almost always present in the case of corporate alliances and joint ventures. We propose that one aspect of trust, what we call "relational quality", is fundamental to the maintenance of good working conditions in two-party alliances where past experience and the shadow of the future play important roles. Relying on a growing body of theory and a number of case studies, we develop a framework for thinking about trust in dynamic and practical terms. We conclude that a reservoir of relational quality exists in any such relationship, and that the level of trust implied in such a reservoir will not only influence whether and how future conflicts are resolved, but also is itself affected by the positive (or negative) resolution of such conflicts. Finally, we identify three elements that contribute to the relational quality reservoir in alliances: 1) the initial conditions surrounding the alliance formation; 2) the cumulative experience of the parties with each others' behaviours as the alliance unfolds; and 3) the impact that external events or behaviours outside the alliance's context have on the perceptions and attitudes the parties have about each other's trustworthiness. We conclude with some recommendations for more effective management of corporate alliances.corporate alliances; economic exchanges; monitoring;

Process issues in alliance management: A panel discussion.

The purpose in this series of papers is to examine different perspectives on the evolution of the process of collaboration and the management challenges therein by focusing on a single case experience. The literature on alliance and collaboration has grown immensely in the last few years. Much attention has been given to the economic rationale for intermediate organizational forms, the so-called «swollen middle» (Hennart, 1993) that lies between market and hierarchical solutions, and to the conditions under which such structures are optimal (Hennart, 1988; Balakrishnan & Koza, 1993; Buckley and Casson, 1996). More recently, there has been a virtual explosion in the treatment of the managerial challenges involved in inter-firm collaboration, ranging from issues of negotiation and conflict resolution to the role of strategic intent or prior experience, as well as numerous attempts to conceptualize and measure that most ephemeral and over-abused concept, trust. The initial paper in the series introduces the specifics of the case on which our discussion is based, and presents a view on the role that perceptions of efficiency and equity between the partners within a relationship have on the evolution of their collaboration. As elaborated in the paper, efficiency perceptions refer to the partners' views on the potential for value creation within the alliance, relative to other organizational choices. Equity perceptions relate to the expected balance between the partners' relative costs and benefits in the alliance, that is, the potential for fairness in value appropriation. The paper starts by summarizing the facts of a failed international joint venture, and chronicles the process of its disintegration through a series of events in its 3-year history. The concepts of efficiency and equity are then defined and formalized. Next, the authors provide their own interpretation of the case data and propose a structure for the analysis of the inter-partner relationship. Finally, they offer a model of the evolution of collaboration that is driven by the maintenance of relational quality among the partners, including the accommodation of changes in both the business environment and the strategies of the partners over time. The three other papers in the series elaborate on this interpretation and bring a broader set of concerns derived from each author's own research trajectory. Since two of these were responsible for earlier models on which the initial case analysis was based, they have a unique opportunity to revisit their original thinking and reinterpret it in view of the facts presented. They take a more dynamic view and incorporate more recent theoretical insights from the management process literature to the collaborative process. The last paper ventures beyond the dyadic framework of the original analysis to examine the lessons that can be drawn for broader networks of collaborative alliances. A final section on conclusions summarizes the arguments and suggests where there may be convergence, as well as proposing new avenues for research.alliances; evolution process collaboration; management challenges;