External Factors Infl uencing Interorganizational Collaboration: The Strategic Perspective

• Authors: Monika Golonka
• Languages of publication: EN

Abstracts

EN

Purpose: The main purpose of this paper is to present the phenomenon of interorganizational collaboration from the strategic perspective, as a complex phenomenon, infl uenced by environmental factors, such as institutions – both formal and informal. Additional aims of the paper are: to present a model including all signifi cant elements and identifying important research gaps. Methodology: The paper presents the results of literature analyses as well as the fi ndings of the latest research studies in the fi eld of interorganizational collaboration, taking into account the environment of the organization. Conclusions: The external environment of the organization, in particular socio-cultural factors, has a significant impact on the formation, development, evolution and management of interorganizational collaboration. There are still many research gaps in this fi eld, and some of them have been presented in this paper. Research limitations: This paper is a theoretical and conceptual study. It forms an introduction to further empirical research. Originality: The paper presents the phenomenon of interorganizational collaboration in a broader context, taking into account the external environment as an element infl uencing such collaboration. Most of the works in this fi eld focus on organizations managing or coping with the environment. This paper presents a different approach. It indicates the external factors that infl uence interorganizational collaboration from a strategic perspective, and subsequently presents them in the form of a model.

Keywords

EN

environment of the organization; interorganizational collaboration; institutions; national culture

• Publisher: Akademia Leona Koźmińskiego
• Journal: Management and Business Administration. Central Europe
• Year: 2013
• Volume: 21
• Issue: 3(122)
• Pages: 15-29

Dates

published

2013-09-15

Contributors

author

Monika Golonka

• Kozminski University

References

• Adobor, H. (2011). Alliances as collaborative regimes: An institutional based explanation of interfirm collaboration. Competitiveness Review: An International Business Journal incorporating Journal of Global Competitiveness, 21(1): 66–88.
• Al-khalifa, A.K., and Peterson, S.E. (2010). The partner selection process in international joint ventures. European Journal of Marketing, 33(11): 1064–1081.
• Barkema, H.G. and Vermeulen, F. (1997). What differences in the cultural backgrounds of partners are detrimental for international joint ventures?, Journal of International Business Studies, 28: 845–864.
• Beckett, R.C. (2005). Collaboration now a strategic necessity. Handbook of Business Strategy, 6(1), 327–332.
• Bhaskaran, S. and Gligorovska, E. (2009). Influence of national culture on trans-national alliance relationships. Cross Cultural Management: An International Journal, 16(1): 44–61.
• Bianchi, C. and Saleh, A. (2010). On importer trust and commitment: a comparative study of two developing countries. International Marketing Review, 27(1), 55–86.
• Bourdieu, P. (1986). The forms of capital. In: Richardson, J.G. (ed.), Handbook of Theory and Research for the Sociology of Education. New York: Greenwood Press: 241–58.
• Brouthers, K.D., Brouthers, L.E. and Nakos, G. (1998), Entering central and Eastern Europe: risks and cultural barriers. Thunderbird International Business Review, 40(5): 485–504.
• Burt, R.S. (1982). Towards a Structural Theory of Action: Network Models of Social Structure, Perceptions, and Action. New York, NY: Academic Press.
• Camén, C., Gottfridsson, P. and Rundh, B. (2011). To trust or not to trust?: Formal contracts and the building of long-term relationships. Management Decision, 49(3), 365–383.
• Chang, W.C., Wong, W.K. and Koh, J.B.K. (2003). Chinese values in Singapore: traditional and modern. Asian Journal of Social Psychology, 6: 5–29.
• Chen, C.J. (2001). The effects of environment and partner characteristics on the choice of alliance forms. International Journal of Project Management, 21(2): 115–124.
• Chen, D. and Li, D. (2009). Non-market factors and partnership management in transitional economies: A preliminary overview. Management Research News, 32(8): 716–727.
• Child, J. and Tsai, T. (2005). The dynamic between firms’ environmental strategies and institutional constraints in emerging economies: evidence from China and Taiwan. Journal of Management Studies, 42: 95–125.
• Child, J. (2001). Trust – the fundamental bond in global collaboration. Organizational Dynamics, 29(4), 274–288.
• Child, J. and Faulkner, D. (1998). Strategies of cooperation: Managing alliances, networks, and joint ventures. Oxford and New York: Oxford University Press.
• Chwistecka-Dudek, H. and Sroka, W. (2003). Alianse strategiczne. Problemy teorii i dylematy praktyki. Cracow: Wydawnictwo Profesjonalnej Szkoły Biznesu.
• Coleman, J.S. (1988), Social capital in the creation of human capital. American Journal of Sociology, 94: 95-120.
• Czakon, W. (2012). Sieci w zarządzaniu strategicznym. Wydawnictwo Wolters Kluwer.
• Deeds, D.L. and Rothaermel, F.T. (2003). Honeymoons and liabilities: The relationship between age and performance in research and development alliances. Journal of Product Innovation Management, 20: 468–484.
• Czakon, W. (2011). Metodyka systematycznego przeglądu literatury. Przegląd Organizacji, 3: 57–62.
• Czakon, W. (2007). Dynamika więzi międzyorganizacyjnych przedsiębiorstwa. Katowice: Wydawnictwo Uniwersytetu Ekonomicznego w Katowicach.
• Delbufalo, E. (2012). Outcomes of inter-organizational trust in supply chain relationships: a systematic literature review and a meta-analysis of the empirical evidence. Supply Chain Management: An International Journal, 17(4): 377–402.
• Delerue, H. and Simon, E. (2009). National cultural values and the perceived relational risks in biotechnology alliance relationships. International Business Review, 18(1): 14–25.
• DiMaggio, P.J. and Powell, W.W. (1991). The iron case revisited: institutional isomorphism and collective rationality in organization fields. In: Powell, W.W. and DiMaggio, P.J. (eds.), The New Institutionalism in Organizational Analysis. Chicago, IL: The University of Chiacago Press: 63–82.
• Doney, P.M., Cannon, J.P. and Mullen, M.R. (1998). Understanding the Influence of National Culture on the Development of Trust. The Academy of Management Review, 23(3): 601.
• Douglas, M. (1986). How Institutions Think. Syracuse, NY: Syracuse University Press (The) Economist (2005). The rise of nearshoring. The Economist, 377-8455, December 3: 65–7.
• Douglas, M. and Wildavsky, A. (1982). Risk and culture. University of California Press, Berkeley, USA.
• Dyer, J.E. and Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy Management Review. 23: 660–679.
• Fink, M., and Kraus, S. (2007). Mutual trust as a key to internationalization of SMEs. Management Research News, 30(9): 674–688.
• Fukuyama, F. (1995). Trust: The Social Virtues and the Creation of Prosperity. New York, NY: Free Press,
• Furres O., Adolfs K. and Aydinlik, A. (2012). Response strategies in an international strategic alliance experimental context: Cross-country differences. Journal of International Management, Vol. 18(1): 66–84.
• Gabrielsson P., Gabrielsson M., Darling J. and Luostarinen R. (2006). Gobalizing internationals: product strategies of ICT manufacturers. International Marketing Review, 23(6): 650–671.
• Ghamewat, P. (2001). Distance Still Maters. The Hard Reality of Global Expansion. Harvard Business Review, September 2001.
• Goerzen A. (2007). Alliance networks and firm performance: The impact of repeated partnerships. Strategic Management Journal, 28: 487–509.
• Graham J.L., Lee K. and Yang G. (2006). Tension and trust in international business negotiations: American executives negotiating with Chinese executives. Journal of International Business Studies, 37(5): 623–641.
• Griffith, D., Myers, M.B. and Harvey, M.G. (2006). An Investigation of National Culture’s Influence on Relationship and Knowledge Resources in Interorganizational Relationships Between Japan and the United States. Journal of International Marketing, 14(3): 1–32. doi:10.1509/jimk.14.3.1.
• Golonka, M. (2012a). Emerging Asian ICT Global Players: Natural Born Collaborators or Stuck With Aliens? International Journal of Management and Business. (conference materials), The 12th IAMB Conference Warsaw, Poland, 2012, 23–25th of April, 2012.
• Golonka, M. (2012b). Rozwój międzynarodowy i współpraca międzyorganizacyjna firm z sektora teleinformatycznego w Polsce. XIV Międzynarodowa Konferencja Naukowa: Zarządzanie Przedsiębiorstwem – Teoria i Praktyka, AGH, Cracow, 2012.
• Gulati, R. (2007). Managing network resources. Oxford university Press, Oxford.
• Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19, 293–317.
• Gupta, A.K. and Govindarajan, V. (2002). Cultivating a global mindset. Academy of Management Executive, 16(1): 116–126.
• Hao Ma (2004). Toward global competitive advantage. Creation, competition, cooperation, and co-option. Management Decision, Vol. 42 No. 7, 2004, 907-924, USA.
• Hackman B.K, McLain D.L. (1994). The risk of trusting others: development of a process mode of trust and risk in organizations. Australian Graduate Schoo of Management, University of New South Wales, Centre for Corporate Change, Paper CCC 041.
• Heffernan, T. (2004). Trust formation in cross-cultural business-to-business relationships. Qualitative Market Research: An International Journal, 7(2), 114–125.
• Heimeriks, K.H. and Duysters, G., Vanhaverbeke W. (2007a). Learning mechanisms and differential performance in alliance portfolios. Strategic Organization, 5(4), 373–408.
• Heimeriks, K.H. and Duysters, G. (2007b). Alliance capability as a mediator between experience and alliance performance: An empirical investigation into the alliance capability development process. Journal of Management Studies, 44(1): 25–49.
• Hofstede, G. (1984). Culture’s consequences: International differences in work related values. Beverly Hills, CA: Sage.
• Hyder, A.S. and Abraha, D. (2008). Institutional factors and strategic alliances in eastern and central Europe. Baltic Journal of Management, 3(3), 289–308.
• Ibrahim, M. and Ribbers, P.M. (2009). The impacts of competence-trust and openness-trust on interorganizational systems. European Journal of Information Systems, 18(3), 223–234.
• Ireland, R.D., Hitt, M.A. and Vaidyanath D. (2002). Alliance Management as a Source of Competitive Advantage. Journal of Management, 28(3), 413–446.
• Jansson, H., Johanson, M. and Ramstro, M.J. (2007). Institutions and business networks: a comparative analysis of the Chinese, Russian, and West European Markets. Industrial Marketing Management, Vol. 36, 955–67.
• Kessapidou, S. and Varsakelis, N.C. (2002) The impact of national culture on international performance; the case of foreign firms in Greece. European Business Review, 14(4): 286–275.
• Kogut B., Singh H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies 19: 411-32.
• Kroeber F.R., Kluckhohn F.L. (1952). Culture: A critical review of concepts and definitions. Papers of the Peabody Museum of American Archeology and Ethnology, vol. 47:1–223. Cambridge, Harvard University Press.
• Kuada, J. (2002). Collaboration between developed and developing country-based firms: Danish-Ghanaian experience. Journal of Business & Industrial Marketing, 17(6), 538–557.
• Kumar R., Das T.K. (2011). National culture and legitimacy in international alliances. Strategic Alliances in Globalizing World, 243–161.
• Larson, A. 1992. Network dyads in entrepreneurial settings: A study of the governance of exchange relationships. Admin. Sci. Quart. 37, 76–104.
• Latusek-Jurczak D. (2011). Zarządzanie międzyorganizacyjne. Wydawnictwo Wolters Kluwers.
• Lavie D. 2007. Alliance Portfolios and Firm Performance: A Study of Value Creation and Appropriation in the U.S. Software Industry. Strategic Management Journal 28: 1187–1212.
• Lee S., Li J., Shenkar O. (2008). Cultural Distance, Investment Flow, And Control in Cross-Border Cooperation. Strategic Management Journal 29: 1117–1125.
• Lorenz, E. 1999. Trust, contract and economic cooperation. Cambridge J. Econom. 23, 301–315.
• Li L., Qian G., Qian Z. (2012). Do partners in international strategic alliances share resources, costs, and risks? Journal of Business Research, Available online 5 January 2012 – in press, http://dx.doi.org/10.1016/j.jbusres.2011.12.001.
• Lin, X. and Miller, S.J. (2003). Negotiation approaches: direct and indirect effect of national culture. International Marketing Review, 20(3), 286–303.
• Malhotra, D. and Murnighan. J. (2002). The effects of contracts on inter – personal trust. Admin. Sci. Quart. 47: 534–559.
• Marino, L., Weaver, K. and Kreiser, P. (2002). Correlates of entrepreneurship: The impact of national culture on risk-taking and proactiveness in SMEs. Reno, NV, USA: US Association for Small Business & Entrepreneurship.
• Moeller, K. (2010). Partner selection, partner behavior, and business network performance: An empirical study on German business networks. Journal of Accounting & Organizational Change, 6(1), 27–51. doi:10.1108/18325911011025687.
• Monczka, R.M., Petersen, K.J., Handfield, R.B. and Ragatz, G.L. (1998) Success factors in strategic supplier alliances: the buying company perspective. Decision Sciences, 29(3): 553–77.
• Narula, R. and Hagedoorn, J. (1999). Innovating through strategic alliances: moving towards international partnerships and contractual agreements. Technovation, 19(5): 283–294.
• Ngowi, A.B. (2007). The role of trustworthiness in the formation and governance of construction alliances. Building and Environment, 42(4), April 2007, 1828–1835.
• Obłój, K. (2007). Strategia organizacji. Warsaw: PWE.
• Peng, M.W. (2009). Global strategy (2nd ed.), Cincinnati, OH: South-Western Cengage Learning.
• Poppo, L. and Zenger, T. (2002). Do formal contracts and relational governance function as substitutes or complements? Strategic Management Journal, 23: 707–726.
• Pucetaite, R., Lämsä, A.-M. and Novelskaite, A. (2010). Building organizational trust in a low-trust societal context. Baltic Journal of Management, 5(2): 197–217.
• Putnam, R. (1993). Making Democracy Work: Civic Traditions in Modern Italy. Princeton, NJ: Princeton University Press.
• Ralston D., et al. (1997). The Impact of Natural Culture and Economic Ideology on Managerial Work Values. Journal of International Business Studies, 28: 177–207.
• Rampersad, G., Quester, P. and Troshani, I. (2010). Examining network factors: commitment, trust, coordination and harmony. Journal of Business & Industrial Marketing, 25(7): 487–500.
• Rugman, A. and Collinson, S. (2009). International business (5th ed). Pearson Education Limited,. UK.
• Scott, R.W. (1995). Institutions and Organizations. London: Sage.
• Siakas, K.V., Georgiadou, E. and Balstrup, B. (2010). Cultural impacts on knowledge sharing: empirical data from EU project collaboration. Vine, 40(3/4): 376–389.
• Sitkin, S.B. (1992). Learning through failure: The strategy of small losses. In: Staw, B.M. and Cummings L.L. (eds.) Research in Organizational Behavior. Greenwich, CT: JAI Press: 231–266.
• Shane, S. and Venkataraman, S. (1996). Renegade and rational championing strategies. Organization Studies, 17(5): 751–771.
• Solesvik, M.Z. and Westhead, P. (2010). Partner selection for strategic alliances: case study insights from the maritime industry. Industrial Management & Data Systems, 110(6), 841–860. doi:10.1108/02635571011055081.
• Sroka, W. (2011). Sieci aliansów. Poszukiwanie przewagi konkurencyjnej poprzez współpracę. Warszawa: Polskie Wydawnictwo Ekonomiczne.
• Spekman, R.E., Forbes, T.M., Lynn A.I. and MacAvoy T.C. (1998). Alliance Management: a view from the past and a look to the future. Journal of Management Studies, 35(6), 747–772.
• Stuart, T.E. (2000). Interorganizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry. Strategic Management Journal, 21: 791–911.
• Tinsley, C.H., Curhan, J.J. and Kwak, R.S. (1999). Adopting a dual lens approach for overcoming the dilemma of difference in international business negotiations. International Negotiation, 4(1): 1–18.
• Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Admin. Sci. Quart. 42: 35–67.
• Ventures, I.J. (2005). Executive Insights : Relationship Formation in International Joint Ventures : Insights from Australian – Malaysian, 13(3): 105–134.
• Wagner, J.A. (1995). Studies of individualism–collectivism. Effects of cooperation in groups. Academy of Management Journal, 38(1): 152–172.
• Wassmer U. (2008) Alliance Portfolios: A Review and Research Agenda. Journal of Management OnlineFirst, Vil. XX, Np X.
• Yoon, W. and Hyun, E. (2010). Economic, social and institutional conditions of network governance: Network governance in East Asia. Management Decision, 48(8): 1212–1229.
• Young-Ybarra, C. and Wiersema, M. (1999). Strategic flexibility in information technology alliances: the influence of transaction cost economics and social exchange theory. Organization Science, 10(4): 439–59.