The contracting process is a crucial step in alliance development and its success. However, the existing literature reveals surprisingly little investigation into how organizational learning relates to the process of contract making. We therefore conducted an in-depth longitudinal study of the alliance contracting process in the animated film industry. First, our findings suggest that during the contracting process, firms can learn about the way to deal with the contracting process, about themselves and their partner, and about the transaction features. Second, the case analysis indicates a combination of experiential, vicarious, and inferential learning mechanisms. Combining these insights into the objects and the mechanisms of learning during the contracting process, we discuss how contracting and learning processes are related and analyze the role of the contracting process in supporting organizational learning. The findings show that the drafting of contractual clauses fosters learning and, in turn, this learning triggers new contractual negotiations. Hence we suggest that the alignment between transaction features and the choice of contractual governance results from learning during the contracting process. We then propose avenues for future research. KeywordsContracting process; strategic alliances; organizational learning; longitudinal case study 3 Acknowledging that contracts account for a substantial part of future alliance performance, strategy and organization researchers have paid increasing attention to the structure of alliance contracts (e.g. Lumineau and Malhotra, 2011;Reuer and Ariño, 2007; see Weber, Mayer, and Wu, 2009, for a recent review). Scholars have in particular started to explore how learning relates to contracts (Argyres, Bercovitz, and Mayer, 2007; Dekker and Van den Abbeele, 2010;Mayer and Argyres, 2004;Ryall and Sampson, 2009;Vanneste and Puranam, 2010). Prior research has generally analyzed learning effects from one contract to the next. It has been suggested that the structures of contracts change over time as the firms gain experience in working together (Argyres et al., 2007;Mayer and Argyres, 2004). However, as the contract is generally seen as an outcome of the parties foreseeing hazards and the focus is mostly on the contractual structure, we still do not know much about what is learned during the contracting process and how this learning occurs.In addition, the processes preceding alliance formation, and particularly the process of contract In this paper, our aim is to develop a better understanding of the links between the contracting process and learning. Our study elaborates on organizational learning (e.g. Argote and MironSpektor, 2011;Inkpen and Tsang, 2007) in order to analyze learning dimensions in the alliance contracting process. While considering the structure and the content of the contract, our approach focuses on the process that the parties use to draft the contract (Macneil, 1980). We seek to improve our knowledge of alliance contracting by studyi...

Pour développer un projet d'innovation, les PME doivent constituer un réseau de partenaires aux ressources et compétences complémentaires. Pourtant ces formes coopératives comportent des risques, notamment relationnels. S'appuyant sur l'étude longitudinale d'une petite PME PAR DOMINIQUE PUTHOD, CATHERINE THÉVENARD-PUTHOD Coopération, tensions et conflit dans un réseau d'innovation construit autour d'une PME Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com Coopération, tensions et conflit dans un réseau d'innovation 183 Cet article des Editions Lavoisier est disponible en acces libre et gratuit sur archives-rfg.revuesonline.com

International audienceRecent research has pointed to the challenge facing recurrent field-configuring events (FCEs)in trying to remain dominant in their fields over sustained periods. Based on a revelatory historical case studyof the Annecy International Animation Film Festival, the leading FCE in its field, this paper explores how a fieldconfiguringrole can be maintained over time. We focus specifically on the FCE organization, and highlight theimportance of critical transitions, relatively short periods of time when fundamental changes were made to itsformal and informal governance rules, which redefined the event’s identity and scope, and thus ensured itremained the dominant event for field participants. In terms of the organizational dynamics facilitating criticaltransitions, we emphasize the importance of conflict as a driver of change, as well as the particular role of localstakeholders in renewing FCEs that are organized recurrently in the same location

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No hay alianza sin confianza. Si, en un proceso de alianza surgen acontecimientos no previstos, cada uno de los fumantes puede valerse de ellos para sus propios fines, hasta generar una desconfianza que obligue a una nue va negociación. Puede decirse, pues, que no hay confianza sin vigilancia, pero una vigilancia que vaya mas alla de la mera atención dedicada al entorno y al otro. Tendra en efecto una dimension activa, por ejemplo a traves de unas cuantas pruebas de reciprocidad en el momento de compartir la información. Asi podra iniciarse un lazo de aprendizaje basado en el intercambio de información compartida.