Influence of cultural mechanisms on horizontal inter-firm collaborations

Abstract

The evolution of organizations that work in multinational environments has considerably altered their production strategies. One of the consequences has been the appearance of Horizontal Inter-firm Collaborations (HICs), which include all kinds of enterprises and production centres and establish a new type of horizontal collaborations and relations between independent companies or even competitors who establish occasional collaborations on projects they could not take on individually. HICs are dynamically changing organizations formed by Original Equipment Manufacturers (OEMs), Contract Manufacturers (CMs), turn-key and component suppliers, R+D centres and distributors. The dynamic relations that exist within the HICs allow them a very permeable organization easy to connect and disconnect from one to each other as well as to choose a set of partners with specific attributes. The result is a highly flexible system characterized by low barriers to entry and exit, geographic flexibility, low costs, rapid technological diffusion, high diversification through contract manufacturers and exceptional economies of scale. This study of organizational culture at the network level includes aspects such as cultural similarity among its actors, social embeddedness, tacit knowledge transfer or the importance of trust atinter-firm collaborations. The presence, under a systemic perspective, of homogeneous cultural values and practices in which collaboration actors can be identified may strengthen the group membership or establish a social network that underlies the own HIC and facilitates interactions among its members. The feasibility of this approach would facilitate the formation of new HICsby establishing, ex ante, a cultural prescriptive model at the network level. Finally, to validate the proposed

Knowledge Transmission in Industrial Clusters: Evidence from EuroClusTex

“…Influence of public policies to encourage research and technology transfer between companies in the cluster . Influence of public policies to promote the relationship between the companies in the cluster and the foreign market Cultural environment (Britto, 2002;Giuliani, 2007Giuliani, , 2011Guo & Guo, 2010;Vilana & Monroy, 2010) . Motivation for knowledge sharing between companies in the cluster .…”

“…The cultural environment, related to the motivation for knowledge sharing between companies in the cluster, and to the predisposition to be open to knowledge from outside the cluster, has an influence on motivation to share and seek knowledge related to innovation (Britto, 2002;Vilana & Monroy, 2010;Giuliani, 2011).…”

Playing with social relationships. Their role among actors in the video game industry

“…In general, they are consistent with the existing more general literature focusing on other sectors; however, most of the benefits are demonstrated for the first time in VGI context. We found support for such benefits as enhancing business performance Glińska-Neweś & Karwacki, 2018); increasing effectiveness (Vilana & Monroy, 2010); facilitating cooperation (Ahmed et al, 2015;Bai et al, 2021;Sun et al, 2016;Wang et al, 2016); enhancing trustworthiness between business actors, which helps in day-to-day business activity (Jordan et al, 2016); improving the image of the company or its products/services (Hoang & Antoncic, 2003); building new communities (Bapna et al, 2017;Brandtzaeg & Heim, 2009;Sousa, 2005), supporting in crisis situations (Leimeister et al, 2008) applying knowledge creation and sharing (Ahmed et al, 2015;Zhou et al, 2010); and stimulating innovations and innovativeness (Doh & Kim, 2014) (c.f. Table 4).…”