9 research outputs found
Interorganizational collaboration and innovation: towards a portfolio approach.
In the literature on innovation, interorganizational collaboration has been advanced
as beneficial for the innovative performance of firms. At the same time, large-scale
empirical evidence for such a relationship is scarce. This article examines whether
evidence can be found for the idea that interorganizational collaboration supports
the effectiveness of innovation strategies. This article empirically addresses this research question by analyzing data on Belgian manufacturing firms (n 5221) collected in the Community Innovation Survey, a biannual survey organized by
Eurostat and the European Commission aimed at obtaining insights into the innovation practices and performance of companies within the various European Union
(EU) member states. Tobit analyses reveal a positive relationship between interorganizational collaboration and innovative performance. At the same time, the
impact on innovative performance differs depending on the nature of the partner(s)
involved. These findings strongly suggest the relevance of adopting a portfolio
approach to interorganizational collaboration within the context of innovation
strategies
Determinants of Interorganizational Relationships: The Case of a Canadian Nonprofit Sport Organization
Relationship Strength and Network Form: An Agent-Based Simulation of Interaction in a Business Network
The Complexity of Trust in Business Collaborations
Research on trust in business collaborations is generally founded on the premises that: a) cognitive trust is initially defined within contractual procedures; b) positive experiences lead to adjustments in contractual and/or informal arrangements, and c) cognitive trust is eventually supplanted by affective trust. This dynamic, process view of trust fails to capture the impact of trust experiences in external collaborations on trust emergence in a focal collaboration, and the complexity of trust co-evolution as each actor interprets and responds to the other's communication, behaviour and action. A complexity conceptualisation of trust as a self-organising, adaptive phenomenon can help us better understand the way trust develops. Through engaging with complexity theories as metaphors to enrich trust theory, trust is described as 'self-organising' as new cognitive, interpretive schema are evoked, and 'adapting' in response to trust experiences external to the collaboration. A complexity perspective evokes a new field of research questions and rich methodological opportunities
Utilizing Relational Governance in Export Relationships: Leveraging Learning and Improving Flexibility and Satisfaction
A Review of Strategic Process Research
This article reviews research on the process of strategic management reported over the last six years in seven leading journals. Nine "streams" of work are identified and critiqued. The field is described as giving continuing attention to the possibilities and problems of strategic planning and decision making, but also moving into new areas of research - especially the problem of how the attention of decision makers is directed toward specific agendas for action. We recommend more studies that simultaneously consider strategy formulation and implementation and more studies that attempt to integrate methods and concerns across the various areas of process research. Finally, we recommend that future research give simultaneous attention to the content as well as the process of strategy