Asymmetry of stakeholders’ perceptions as an obstacle for collaboration in inter-organizational projects

Abstract

Purpose The purpose of this paper is to overlook influential factors associated with the collaboration itself, and to explore the effect of these factors on inter-organizational relationship. Design/methodology/approach This paper analyses two different technology projects requiring inter-organization collaboration for implementing medicine traceability: end-to-end verification system and e-pedigree. Based on a survey where 72 pharmaceutical organizations exposed their perceptions about each technological project, collaboration factors are identified. Findings This paper shows that pharmaceutical organizations in this study perceived differently the cost and benefits from traceability project. Organizations involved experience neither organizational nor technological proximity, impacting negatively collaboration in the inter-organizational project. Practical implications To strengthen collaboration, organization from different levels should consider how close they are each other, and this is at the geographic, organizational and technological level. Geographic proximity is defined as physical closeness, organizational proximity can be understood as the degree to which organizations are similar in interests and structure, and technological proximity concerns the similarity between the systems used to mediate communication and store information. Originality/value This paper presents empirical evidence on inter-organizational collaboration for industrial projects (i.e. implementing medicine traceability systems). It demonstrates proximity is a significant factor in producing inter-organizational collaboration success. Indeed, organizations experiencing proximity have a better knowledge of actors involved in the inter-organization project.

Development levels of stakeholder relationships in collaborative projects: challenges and preconditions

“…Stakeholders’ early involvement and integration in the design stage and effective collaboration in the construction stage reduce transaction costs (Guo et al ., 2016). Interorganisational collaborative projects are characterised by trusting relationships, efficient coordination and mutual interests among stakeholders (Romero-Torres, 2020).…”

“…(2010) described different elements of collaboration and their interdependencies in interorganisational projects. Romero-Torres (2020) explained different factors linked with collaboration and their impacts on interorganisational relationships. Klessova et al .…”

“…Due to the environmental complexity, regulatory uncertainty and increasing stakeholder expectations, organisations must collaborate with a wide range of stakeholders to achieve competitive advantages and successful project delivery (Albino et al ., 2012; Romero-Torres, 2020). This is especially relevant in large projects that are characterised by a large number and variety of stakeholders working together in a network of relationships that require coordination and collaboration (Liu et al ., 2021).…”

An Innovation Framework of Medical Organic Cannabis Traceability in Digital Supply Chain

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Symbiosis Evolution Model and Behavior of Multiple Resource Agents in the Smart Elderly Care Service Ecosystem

“…Because it is difficult to balance and ensure the interests of resource agents [41,42], the former model has not brought significant improvement to the company performance [43,44]. The latter model is a more reasonable governance model that has been applied to many companies in management practice, but many areas still need to improve in regards to the selection of resource agent objective function and the demand of global resource subject allocation [45,46]. In the field of elderly care services, the city of Oxford in the United Kingdom integrates services for the elderly in management and governance via needs and results goals, service user paths, infrastructure construction, human resources, and workplace management (Oxfordshire County Council, 21 December 2015.…”