Walking a tightrope: creating value through interorganizational relationships

Barringer, Bruce R.; Harrison, Jeffrey S.

doi:10.1016/s0149-2063(00)00046-5

Cited by 408 publications

(397 citation statements)

References 163 publications

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“…Building on prior research related to the alliance formation stage (e.g., Barringer and Harrison, 2000; Ring and Van de Ven, 1994), our data lead us to conclude that once the decision to form an alliance is taken and potential partners engage in negotiations, perceptions of the various types of fairness influence efficiency and equity evaluations, and thus play an important role in explaining negotiation outcomes. The data reveal that during alliance formation stages, potential partners evaluate the perceived fairness of the proposed governance structure (through which they will eventually create and share value) and of their negotiation processes.…”

Section: Implications and Conclusionsupporting

confidence: 56%

“…Interfirm alliances1 have received enormous research attention (see, e.g., the 1998 Organization Science special issue 9 (3): Managing Partnerships and Strategic Alliances; the 2000 Strategic Management Journal special issue 21 (3): Strategic Networks; and reviews by Barringer and Harrison, 2000; Das and Teng, 2002; Rosenkopf, Metiu, and George, 2001; Reus and Rite, 2004; and Dacin, Reid, and Ring, 2008). Despite this research, the ongoing dynamics that take place between parties as they attempt to reach an agreement, or the question of why some attempts to form alliances fail, remain as underdeveloped research topics producing a black box effect with respect to much of the dynamics of alliance formation.…”

Section: Introductionmentioning

confidence: 99%

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The role of fairness in alliance formation

Ariño

Ring

2010

Strategic Management Journal

135

112

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We report on data from a revelatory qualitative case study of a failed attempt to form an international joint venture (IJV) agreement. We analyze issues related to distributive, procedural, interpersonal, and informational fairness and the roles of their occurrence in the course of the formation stage of an IJV. We find that perceptions of fairness types shape the partners' decision making logics (a property rights logic, a control rights logic, and a relational quality logic), which in turn influence the partners' evaluations of efficiency and equity of the proposed alliance and their decision on whether or not to form it. We develop propositions around this argument.

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Section: Implications and Conclusionsupporting

confidence: 56%

Section: Introductionmentioning

confidence: 99%

The role of fairness in alliance formation

Ariño

Ring

2010

Strategic Management Journal

135

112

View full text Add to dashboard Cite

show abstract

“…Collaborations often form through networks and take multiple forms, including strategic alliances (Barringer and Harrison, ; Provan et al., ), joint ventures (Barringer and Harrison, ; Provan et al., ), licensing agreements (Barringer and Harrison, ; Shane, ; Provan et al., ), and outsourcing arrangements (Barringer and Harrison, ; Provan et al., ).…”

Section: Central Commercialization Of Technological Innovation Themesmentioning

confidence: 99%

Understanding commercialization of technological innovation: taking stock and moving forward

2014

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The commercialization of technological innovation, which is key to entrepreneurial success, represents a combination of several entrepreneurial activities. Building on research in management, strategy, entrepreneurship, and economics, this research summarizes 194 articles from 62 journals, categorizing them into six broad entrepreneurial activity themes: sources of innovations, types of innovation, market entry competence and feasibility, protection, development, and deployment. This review and synthesis suggest a framework of commercialization and an agenda for future research along with recommendations and guidance for future research. The proposed agenda provides topics and research questions for research, as well as related recommendations regarding the study and practice of the commercialization of innovation.

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“…Hence, we argue that entrepreneurial firms seek to complement their resource gaps by depending on external suppliers via interfirm relationships such as outsourcing. These complementary resources are obtained to survive and prosper (Barringer & Harrison, 2000). Furthermore, entrepreneurial firms can combine their own resource sets with these complementary resources acquired via outsourcing to achieve synergistic resource bundles that are hard for rivals to imitate (Harrison, Hitt, Hoskisson, & Ireland, 1991).…”

Section: Entrepreneurial Configurations and Performancementioning

confidence: 99%

Outsourcing and Performance in Entrepreneurial Firms: Contingent Relationships with Entrepreneurial Configurations*

Salimath¹,

Cullen²,

Umesh³

2008

Decision Sciences

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This article develops and examines an empirical typology of entrepreneurial firms, based on organizational and life cycle characteristics. Results indicate five entrepreneurial configurations representing the essential contingent features of age, size, innovation, and governance structure (Elders, Giants, Innovators, and Owners) and one configuration representing a mix of all features (Balanced). We found that (i) outsourcing affected financial performance in entrepreneurial firms and (ii) configurations moderated this relationship. Results support the use of salient contingent features of age, size, innovation, and governance structure to predict outsourcing effectiveness in the entrepreneurial configurations. That is, entrepreneurial firms that aligned their configurational characteristics with outsourcing tended to have greater gains in financial performance. From a resource dependency perspective, managing these alignments has important implications for entrepreneurial firm performance.

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Walking a tightrope: creating value through interorganizational relationships

Cited by 408 publications

References 163 publications

The role of fairness in alliance formation

The role of fairness in alliance formation

Understanding commercialization of technological innovation: taking stock and moving forward

Outsourcing and Performance in Entrepreneurial Firms: Contingent Relationships with Entrepreneurial Configurations*

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