The Two Facets of Collaboration: Cooperation and Coordination in Strategic Alliances

Gulati, Ranjay; Wohlgezogen, Franz; Zhelyazkov, Pavel Ivanov

doi:10.1080/19416520.2012.691646

Cited by 299 publications

(470 citation statements)

References 229 publications

(335 reference statements)

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“…This may result from alliance managers finding it difficult to manage the multiple alliance stakeholders; partners´ view on the alliance may prove incompatible; business process coordination appears too complex and costly; or synergetic advantages prove not to materialize (Gulati et al, 1994;Gulati et al, 2012;Schilke and Goerzen, 2010). In addition, despite their strategic motivation, CEOs are hesitant to invest in strategic partnerships without a clear prospect of additional value.…”

Section: Introductionmentioning

confidence: 99%

“…Inter-organizational cooperation increasingly offers advantages for organizations to achieve their strategic objectives without relying on neo-classical market transactions (Gulati et al, 2012;. Examples include alliances and sourcing relationships (Feller et al;, Bastl et al, 2012).…”

Section: Managementmentioning

confidence: 99%

“…As each organizations operates in its own evolving environment, the collective risk is likely to be substantial and multifaceted (Dekker, 2004). In addition to cooperation, organizations need to pay attention to dynamic coordination (Gulati et al, 2012;Gulati and Singh, 1998), a more pragmatic process of synchronizing actions (Schakel et al, 2016;Jarzabkowski et al, 2011). Scholars studying how organizations deal with this ambiguity have developed coordination rhetorical coordination theory (Jarzabkowski and Sillince, 2007).…”

Section: Process: Dynamic Coordination and Inter-organizational Perfomentioning

confidence: 99%

“…Transaction Cost Economics has extended the notion of markets with the concept of neoclassical or relational contracting (Williamson, 1996). Recent work elaborates on alliances and interaction-based value creation (Edvardsson et al, 2011;Gulati et al 2012). …”

Section: Managementmentioning

confidence: 99%

“…With the latter processes, some authors even assume alliance capability to be a proxy for alliance experience (Kale et al, 2002). Internal learning processes may be an important practice in which most organizations lack alliance experience (Gulati et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Alliance strategy: context, process, and requirements

Keers

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Section: Introductionmentioning

confidence: 99%

Section: Managementmentioning

confidence: 99%

Section: Process: Dynamic Coordination and Inter-organizational Perfomentioning

confidence: 99%

Section: Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Alliance strategy: context, process, and requirements

Keers

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The degree of collaboration between business units in diversified corporation: A strategic perspective

Verma

Jha

Muthukumaar³

et al. 2020

Bus Strat Dev

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The Company's CEOs are always obsessed with diversification since the early 1960s and this belief is continuing to date. Diversified corporations run multiple businesses to generate various opportunities to gain competitive advantages and differentiate themselves in the market. This study considered the business strategy of business units (BUs) for diversified corporations. Based on the dominating strategy pursued by BUs, this study tried to investigate the level of collaboration between the BUs when these BUs have a similar strategy or different strategy. Thus, this article aims to examine the level of collaboration or coordination between BUs in Indian diversified companies. A survey was carried out with 107 companies for examination and these companies were chosen to be of different sizes and sectors. The findings represent that the level of collaboration is high when the BUs have a similar kind of business strategy while the level of collaboration is low when they have different kinds of business strategies. These findings are useful for the current organizations to seek collaboration between BUs in the diversified corporation.

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Sustainable supply chain management practices, dynamic capabilities and competitive advantage: Evidence from Bangladesh ready‐made garments industry

2023

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The ready-made garments (RMG) production industry in Bangladesh has achieved a major presence in the global fashion apparel supply chain particularly due to the competitive advantage (CA) primarily attributed to its' large pool of low cost labor. However, the competitiveness of this industry is under threat from other emerging economies that are rapidly becoming lower cost production sources. As a result the Bangladesh RMG sector is under pressure to find alternate sources of CA by introducing sustainable supply chain management (SSCM) practices along with improving the dynamic capabilities (DC) of the RMG manufacturers. However, the extant literature indicates that there is a dearth of sufficient empirical evidence on whether SSCM practices in combination with improvements in management and technological capabilities of such enterprises leads to gains in CA. In order to address the aforesaid gap, this study draws on the integration of the SSCM practices view and the DC view, to propose a set of relationships that posit that environmental, social, and economic sustainability measures of SSCM practices along with management and technological capabilities will have a significant influence on CA. The hypotheses are tested by applying structural equation modeling on a sample of 345 export-oriented RMG manufacturers in Bangladesh. The findings indicate that influence of social sustainability, along with management and technological capabilities, on CA is positive and significant. While the relationship between environmental and economic sustainability and CA were not significant.

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The Two Facets of Collaboration: Cooperation and Coordination in Strategic Alliances

Cited by 299 publications

References 229 publications

Alliance strategy: context, process, and requirements

Alliance strategy: context, process, and requirements

The degree of collaboration between business units in diversified corporation: A strategic perspective

Sustainable supply chain management practices, dynamic capabilities and competitive advantage: Evidence from Bangladesh ready‐made garments industry

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