Pub Date : 2019-10-04DOI: 10.1108/s0733-558x20190000064015
K. Dionne, P. Carlile
Innovation challenges are increasingly complex, cutting across distributed actors from different disciplines, organizations, and fields. Solving such challenges requires creating the capacities of opening up for innovation to access and develop a greater amount and variety of knowledge and resources. Perspectives on open source, open innovation, and interorganizational collaboration have explored such capacities, but from different origins and scopes of analysis. Our practice-based integrative framework of “opening innovation” helps highlight these differences and connect their relative strengths. Through a critical literature review paired with an analysis of different empirical cases from Hacking Health, a non-profit organization helping drive digital health innovation, the authors reveal the user-centric, firm-centric, and field-centric approaches to opening innovation that progressively connect a greater variety of actors and resources. The authors show how specific new relational practices they produce address the new relational dynamics these connections bring to accumulate more resources for innovation to keep progressing.
{"title":"“Opening Innovation” Across Layers of Practices: Developing an Integrative View of the Emergence of Digital Health","authors":"K. Dionne, P. Carlile","doi":"10.1108/s0733-558x20190000064015","DOIUrl":"https://doi.org/10.1108/s0733-558x20190000064015","url":null,"abstract":"Innovation challenges are increasingly complex, cutting across distributed actors from different disciplines, organizations, and fields. Solving such challenges requires creating the capacities of opening up for innovation to access and develop a greater amount and variety of knowledge and resources. Perspectives on open source, open innovation, and interorganizational collaboration have explored such capacities, but from different origins and scopes of analysis. Our practice-based integrative framework of “opening innovation” helps highlight these differences and connect their relative strengths. Through a critical literature review paired with an analysis of different empirical cases from Hacking Health, a non-profit organization helping drive digital health innovation, the authors reveal the user-centric, firm-centric, and field-centric approaches to opening innovation that progressively connect a greater variety of actors and resources. The authors show how specific new relational practices they produce address the new relational dynamics these connections bring to accumulate more resources for innovation to keep progressing.","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116732789","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-04DOI: 10.1108/S0733-558X20190000064006
H. Sminia, A. Nair, Aylin Ates, S. Paton, Marisa Smith
This chapter addresses the dynamics in inter-organizational relations. The authors probe the value networks so prevalent within contemporary manufacturing to put forward that their basic cooperation/competition duality manifests itself in practical terms as capability, appropriation, and governance paradoxes. The authors conducted a longitudinal ethnographic study aimed at capturing the process by which inter-organizational collaboration in manufacturing value networks is enacted. Our study finds that inter-organizational relations are “nested” in that a relationship plays out over an interpersonal network where the inter-organizational relationships are a framework for action, while simultaneously interpersonal interactions affect how the inter-organizational relationships take shape and evolve. Furthermore, we found that inter-organizational dynamics is essentially a stratified process. Solving particular and concrete problems at the surface level, with regard to specific collaboration issues between organizations, simultaneously shapes truces with regard to the underlying capability, appropriation, and governance paradoxes.
{"title":"The Dynamics of Inter-organizational Relations in Contemporary Manufacturing: Nested Negotiations in Value Networks","authors":"H. Sminia, A. Nair, Aylin Ates, S. Paton, Marisa Smith","doi":"10.1108/S0733-558X20190000064006","DOIUrl":"https://doi.org/10.1108/S0733-558X20190000064006","url":null,"abstract":"This chapter addresses the dynamics in inter-organizational relations. The authors probe the value networks so prevalent within contemporary manufacturing to put forward that their basic cooperation/competition duality manifests itself in practical terms as capability, appropriation, and governance paradoxes. The authors conducted a longitudinal ethnographic study aimed at capturing the process by which inter-organizational collaboration in manufacturing value networks is enacted. Our study finds that inter-organizational relations are “nested” in that a relationship plays out over an interpersonal network where the inter-organizational relationships are a framework for action, while simultaneously interpersonal interactions affect how the inter-organizational relationships take shape and evolve. Furthermore, we found that inter-organizational dynamics is essentially a stratified process. Solving particular and concrete problems at the surface level, with regard to specific collaboration issues between organizations, simultaneously shapes truces with regard to the underlying capability, appropriation, and governance paradoxes.","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115536138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-04DOI: 10.1108/s0733-558x20190000064010
Dries Faems, A. Madhok
Whereas incumbents often struggle to respond to disruptive innovations, start-up companies frequently face difficulties in establishing them within existing ecosystems. Phased acquisitions, that is, trajectories where an incumbent initially takes an equity stake in a start-up and subsequently acquires it, have been suggested as viable strategy to address these challenges. Whereas prior research has focused on the macro-level governance of such phased acquisitions, the authors explore the micro-level governance, examining how the existence of and changes in particular coordination and control mechanisms can shape the phased acquisition and its performance implications. Based on a longitudinal process study of a phased acquisition in which one start-up and one incumbent jointly developed and commercialized a disruptive technology, the authors develop a process model that (1) illuminates the existence of micro-level governance shifts and their impact on the decision to transition from equity alliance to acquisition, (2) identifies specific triggers of micro-level governance shifts, and (3) emphasizes the existence of counterintuitive micro-level governance spillovers across alliance and acquisition.
{"title":"Phased Acquisitions for Disruptive Innovation: Toward a Micro-Level Governance Perspective","authors":"Dries Faems, A. Madhok","doi":"10.1108/s0733-558x20190000064010","DOIUrl":"https://doi.org/10.1108/s0733-558x20190000064010","url":null,"abstract":"Whereas incumbents often struggle to respond to disruptive innovations, start-up companies frequently face difficulties in establishing them within existing ecosystems. Phased acquisitions, that is, trajectories where an incumbent initially takes an equity stake in a start-up and subsequently acquires it, have been suggested as viable strategy to address these challenges. Whereas prior research has focused on the macro-level governance of such phased acquisitions, the authors explore the micro-level governance, examining how the existence of and changes in particular coordination and control mechanisms can shape the phased acquisition and its performance implications. Based on a longitudinal process study of a phased acquisition in which one start-up and one incumbent jointly developed and commercialized a disruptive technology, the authors develop a process model that (1) illuminates the existence of micro-level governance shifts and their impact on the decision to transition from equity alliance to acquisition, (2) identifies specific triggers of micro-level governance shifts, and (3) emphasizes the existence of counterintuitive micro-level governance spillovers across alliance and acquisition.","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"975 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123079276","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-04DOI: 10.1108/s0733-558x20190000064016
Linus Dahlander, L. Jeppesen, Henning Piezunka
Crowdsourcing – a form of collaboration across organizational boundaries – provides access to knowledge beyond an organization’s local knowledge base. Integrating work on organization theory and innovation, the authors first develop a framework that characterizes crowdsourcing into a main sequential process, through which organizations (1) define the task they wish to have completed; (2) broadcast to a pool of potential contributors; (3) attract a crowd of contributors; and (4) select among the inputs they receive. For each of these phases, the authors identify the key decisions organizations make, provide a basic explanation for each decision, discuss the trade-offs organizations face when choosing among decision alternatives, and explore how organizations may resolve these trade-offs. Using this decision-centric approach, the authors continue by showing that there are fundamental interdependencies in the process that makes the coordination of crowdsourcing challenging.
{"title":"How Organizations Manage Crowds: Define, Broadcast, Attract, and Select","authors":"Linus Dahlander, L. Jeppesen, Henning Piezunka","doi":"10.1108/s0733-558x20190000064016","DOIUrl":"https://doi.org/10.1108/s0733-558x20190000064016","url":null,"abstract":"Crowdsourcing – a form of collaboration across organizational boundaries – provides access to knowledge beyond an organization’s local knowledge base. Integrating work on organization theory and innovation, the authors first develop a framework that characterizes crowdsourcing into a main sequential process, through which organizations (1) define the task they wish to have completed; (2) broadcast to a pool of potential contributors; (3) attract a crowd of contributors; and (4) select among the inputs they receive. For each of these phases, the authors identify the key decisions organizations make, provide a basic explanation for each decision, discuss the trade-offs organizations face when choosing among decision alternatives, and explore how organizations may resolve these trade-offs. Using this decision-centric approach, the authors continue by showing that there are fundamental interdependencies in the process that makes the coordination of crowdsourcing challenging.","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127697940","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-04DOI: 10.1108/s0733-558x20190000064004
P. Ring, A. Ven
This chapter examines three kinds of relational bonds (trust-based commitments, forbearance-based commitments, and apprehension-based commitments) on which parties rely in the processes employed in negotiating, committing, and executing their cooperative inter-organizational relationships (CIORs). It also considers three different societal contexts with strong, moderately strong, and weak exogenous governance safeguards in which these relational bonds are employed. The authors propose a process theory of relational bonds that fit different contexts. Specifically, our central proposition is that parties to CIORs are more likely to achieve their goals when they rely on relational bonds that fit their societal contexts in which they engage in economic exchanges.
{"title":"Relational Bonds Underlying Cooperative Inter-organizational Relations in Different Societal Contexts","authors":"P. Ring, A. Ven","doi":"10.1108/s0733-558x20190000064004","DOIUrl":"https://doi.org/10.1108/s0733-558x20190000064004","url":null,"abstract":"This chapter examines three kinds of relational bonds (trust-based commitments, forbearance-based commitments, and apprehension-based commitments) on which parties rely in the processes employed in negotiating, committing, and executing their cooperative inter-organizational relationships (CIORs). It also considers three different societal contexts with strong, moderately strong, and weak exogenous governance safeguards in which these relational bonds are employed. The authors propose a process theory of relational bonds that fit different contexts. Specifically, our central proposition is that parties to CIORs are more likely to achieve their goals when they rely on relational bonds that fit their societal contexts in which they engage in economic exchanges.","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130072845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-04DOI: 10.1108/s0733-558x20190000064001
H. Berends, J. Sydow
{"title":"Introduction: Process Views on Inter-organizational Collaborations","authors":"H. Berends, J. Sydow","doi":"10.1108/s0733-558x20190000064001","DOIUrl":"https://doi.org/10.1108/s0733-558x20190000064001","url":null,"abstract":"","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133736393","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-04DOI: 10.1108/s0733-558x20190000064005
S. Manning
This chapter examines key drivers of variation in adaptive capacity of project network organizations (PNOs). PNOs are defined as strategically coordinated sets of longer-term, yet project-based relationships, which provide for both stability and change in volatile project businesses. While prior research has emphasized the adaptive role of flexible structures and agency, the author focuses on the role of project variety and contextual embedding and disembedding in building adaptive capacity. Comparing two PNOs in TV movie production, the author argues that differences in adaptive capacity are a function of inter-context connectivity, that is, the level of task and team linkages among diverse project contexts, and the degree to which network ties and relational practices have “dual quality” in being valuable both within and beyond specific project contexts. Findings have important implications for project, network, and organization research.
{"title":"Building Adaptive Capacity in Project Network Organizations: Project Contexts, Network Ties, and Relational Practices","authors":"S. Manning","doi":"10.1108/s0733-558x20190000064005","DOIUrl":"https://doi.org/10.1108/s0733-558x20190000064005","url":null,"abstract":"This chapter examines key drivers of variation in adaptive capacity of project network organizations (PNOs). PNOs are defined as strategically coordinated sets of longer-term, yet project-based relationships, which provide for both stability and change in volatile project businesses. While prior research has emphasized the adaptive role of flexible structures and agency, the author focuses on the role of project variety and contextual embedding and disembedding in building adaptive capacity. Comparing two PNOs in TV movie production, the author argues that differences in adaptive capacity are a function of inter-context connectivity, that is, the level of task and team linkages among diverse project contexts, and the degree to which network ties and relational practices have “dual quality” in being valuable both within and beyond specific project contexts. Findings have important implications for project, network, and organization research.","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126303951","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-10-04DOI: 10.1108/s0733-558x20190000064009
K. Lauche
While inter-organizational collaboration concerns processes of organizing between firms, it is always initiated and enacted by individual people who perceive a need for collaboration. This chapter takes the perspective of these actors and their efforts to seek collaboration as they pursue an agenda for change. Collaboration processes are thus conceptualized as path creation and internal strategizing. The chapter focuses specifically on how actors sell the need for collaboration internally and how they draw on their external network to promote change. It illustrates this process of issue selling and collaboration with six case studies in the area of new product development, new forms of network governance, and network-wide change of business practices. Comparing these more or less successful trajectories highlights the relevance of the relational context in issue selling, the role of intentionality within emerging processes, and interplay between external collaboration and internal strategizing.
{"title":"Insider Activists Pursuing an Agenda for Change: Selling the Need for Collaboration","authors":"K. Lauche","doi":"10.1108/s0733-558x20190000064009","DOIUrl":"https://doi.org/10.1108/s0733-558x20190000064009","url":null,"abstract":"While inter-organizational collaboration concerns processes of organizing between firms, it is always initiated and enacted by individual people who perceive a need for collaboration. This chapter takes the perspective of these actors and their efforts to seek collaboration as they pursue an agenda for change. Collaboration processes are thus conceptualized as path creation and internal strategizing. The chapter focuses specifically on how actors sell the need for collaboration internally and how they draw on their external network to promote change. It illustrates this process of issue selling and collaboration with six case studies in the area of new product development, new forms of network governance, and network-wide change of business practices. Comparing these more or less successful trajectories highlights the relevance of the relational context in issue selling, the role of intentionality within emerging processes, and interplay between external collaboration and internal strategizing.","PeriodicalId":301970,"journal":{"name":"Managing Inter-organizational Collaborations: Process Views","volume":"82 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132940912","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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