Strategic Alliances as Social Facts

Rond, Mark de; Huff, Anne Sigismund

doi:10.1017/cbo9780511488559

Cited by 46 publications

(25 citation statements)

References 164 publications

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“…In addition to evolutionary and teleological mechanisms, structuration theory has been used to highlight dialectical mechanisms in network dynamics (de Rond 2003). Actors engaged in the process of structuration face the "dialectic of control" in that interacting agents are always mutually dependent because relationship partners are always characterized by some degree of autonomy.…”

Section: Dynamics In Interorganizational Networkmentioning

confidence: 99%

“…Actors are influenced by more or less powerful others, but they also have the opportunity to exert control over those others (Giddens 1984, Sydow andWindeler 1998). The dialectic of control has been studied as a phenomenon occurring between organizations (Das and Teng 2000, de Rond 2003, McGuire 1988, Zeitz 1980, emphasizing the engagement of multiple partners in the construction of collaborative structures, each responding to oppositions existing between them. For example, de Rond and Bouchikhi (2004) analyzed the tension between control and autonomy in the relation between alliance partners.…”

Section: Dynamics In Interorganizational Networkmentioning

confidence: 99%

“…Within existing interorganizational relations, interpersonal experiences have been found to transform into interorganizational trust (Zaheer et al 1998, Gulati andSytch 2008), whereas a lack of "chemistry" may subvert interorganizational bonds (de Rond 2003). Moreover, personal ties between senior executives support the creation of formal relations between organizations (Browning et al 1995, Capaldo 2007, Ring and Van de Ven 1994, Westphal et al 2006.…”

Section: Embeddedness In Interorganizational and Interpersonal Networkmentioning

confidence: 99%

See 2 more Smart Citations

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Berends

Burg

Raaij

2011

Organization Science

133

134

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I n this paper, we investigate how interorganizational networks and interpersonal networks interact over time. We present a retrospective longitudinal case study of the network system that developed a novel aircraft material and analyze change episodes from a structurationist perspective. We identify five types of episodes in which interpersonal and interorganizational networks interact (persistence, prospecting, consolidation, reconfiguration, and dissolution) and analyze conditions for these episodes and sequences among them. Our findings advance a cross-level perspective on embeddedness and show how individuals may draw on relational and structural embeddedness as distributed resources. The multiple levels of embeddedness impact network dynamics by introducing converging and diverging dialectics, thereby limiting path dependence and proactive network orchestration.

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Section: Dynamics In Interorganizational Networkmentioning

confidence: 99%

Section: Dynamics In Interorganizational Networkmentioning

confidence: 99%

Section: Embeddedness In Interorganizational and Interpersonal Networkmentioning

confidence: 99%

See 1 more Smart Citation

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Berends

Burg

Raaij

2011

Organization Science

133

134

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“…A value chain is a chain of activities that organizations perform to deliver a product or service to the market (Porter, 1985). Structures such as COS facilitate co-creation, co-sharing of skills, co-management, codevelopment, and co-innovation among its members (Ceccagnoli, Forman, Huang, & Wu, 2012;de Rond, 2003;Grover & Kohli, 2012;Rai, Pavlou, Im, & Du, 2012). The IT competencies help a COS in facilitating these activities, which results in business value for its members.…”

Section: Introductionmentioning

confidence: 99%

On Information Technology Competencies for Collaborative Organizational Structures

Prasad¹,

Green²

2016

CAIS

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Abstract:There is an uptake of organizations' involvement in collaborative organizational structures (COS). Consistent with the resource-centric views of the firm, we suggest that the COS members need to contribute their managed IT competencies to their COS, whose synergies would create COS IT competencies. We suggest three key IT competencies for COS: proactive top management decision synergy, collaborative and agile IT infrastructure, and cross-functional tactical management synergy. Using survey data, we found evidence of a positive association between these COS IT competencies and the collaborative rent-generating potential of the COS. We also found a positive association between the collaborative rent-generating potential of the COS and the business value of the COS members. The results suggest that developing COS IT competencies add value to a COS and its members. This study provides guidance for organizations looking to leverage their involvement in a COS.

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“…(p. 37). In the pharmaceutical biotech sector, the majority of R&D partnerships take place between groups of large and small firms (Powell, 1998;Rothaermel, 2000;Hagedoorn and Roijakkers, 2002;De Rond, 2003;Roijakkers et al, 2005). Clearly, a significant portion of R&D alliances take place between asymmetric firms.…”

Section: Introductionmentioning

confidence: 99%

Partner Selection in R&D Cooperation

Atallah

2005

SSRN Journal

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Strategic Alliances as Social Facts

Cited by 46 publications

References 164 publications

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

On Information Technology Competencies for Collaborative Organizational Structures

Partner Selection in R&D Cooperation

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