The learning process in interorganizational relationships

Abstract

This study was inspired by the proposition developed by Karthik (2002) and applied to a context of horizontal interorganizational relations. Our main objective was to understand how the learning process between organizations inserted in networks occurs, from the perspective of the evolution of relationships over time. This study has a qualitative and exploratory nature, and the method adopted is the case study with multiple units of analysis. The research was carried out in a network of thirteen supermarket companies in the State of Rio Grande do Sul, Brazil. The data was collected through individual interviews, questionnaires, documental sources and histories of learning. As the main contribution, we highlight the critical discussion made of the model proposed by Karthik (2002) as it is applied in horizontal networks: contradicting the author's suggestion, the results of this research reveal that there was a predominance of mutual learning in the initial stages of the companies' relationships and, as the relationships evolved, there was a predominance of unilateral learning. This change can be seen in the adoption of opportunist behavior and the predominance of structural characteristics of trust in the relationships established by the companies involved.

The life cycle of small-firm networks: an evaluation of Brazilian business networks

“…In the Brazilian context, several studies highlighted the motivations for cooperation (Verschoore & Balestrin, 2008a), network outcomes (Castro, Bulgacov, & Hoffmann, 2011;Marchi, Cassanego, & Wittmann, 2012;Verschoore & Balestrin, 2008b), learning processes (Balestrin et al, 2008;Estivalete, Pedrozo, & Cruz, 2008), difficulties faced by IONs (Esteves & Nohara, 2011;Wegner & Padula, 2012) and cooperation management (Bortolaso, Verschoore, & Antunes, 2012;Kwasnicka, 2006). However, only a small number of studies examined network developmental trajectories (Bortolaso et al, 2012;Camargo, Verschoore, & Padilha, 2013).…”

“…If such SFNs can once again motivate members and develop new collective actions, they may reach a consolidated level; otherwise, they may face decline. Estivalete, Pedrozo and Cruz (2008) stressed that in the development step the business networks have a shared learning process through exchange of information between the actors and this is due, in large part, to the engagement and degree of trust between network members.…”

Understanding Interorganizational Learning Based on Social Spaces and Learning Episodes

“…Therefore, facing this emerging reality (Estivalete, Pedrozo, & Cruz, 2008), this research field still requires theoretical studies, particularly of an empirical nature, such as those by MacDonald and Crossan (2010), that deal with the learning between different organizations. Knight and Pye (2005) identify the central role of social interactions in their study of IOL in interorganizational relationships.…”

“…Antonello and Godoy (2009, 2010 identified gaps in studies on organizational learning and highlighted the need to expand their scope of analysis by identifying learning processes that pervade organizational boundaries, which reinforces the need to introduce additional units of analysis in order to advance this field of knowledge. Considering this, Hardy, Phillips and Lawrence (2003), Greve (2005), Engeström and Kerosuo (2007), Inkpen and Tsang (2007), Nooteboon (2008), Estivalete, Pedrozo and Cruz (2008) and Balestrin and Verschoore (2008) amongst others point out the need to deepen studies on IOL.…”

Dimensões da imitação entre empresas: um estudo na indústria de transformação brasileira

“…Enquanto empresas líderes tendem a se concentrar em inovações visando a redução de custos, as seguidoras baseiam-se mais em imitações, e sua entrada no mercado dificilmente pode ser evitada. O imitador não necessita amortizar os pesados investimentos em P&D e pode se beneficiar da experiência de outras empresas do mercado em que atua ou de outros mercados (ENKEL e GASSMANN, 2010;ESTIVALETE, PEDROZO, CRUZ, 2008;KIM e MINER, 2007). A imitação também pode levar as organizações à inovação.…”