Managing Inter-Organizational Collaborations : Process Views.

Intro -- Managing Inter-organizational Collaborations: Process Views -- Contents -- Lists of Figures and Tables -- About the Contributors -- Introduction: Process Views on Inter-organizational Collaborations -- Relational Dynamics in Inter-organizational Collaboration (Part I) -- Organizational Dynamics Forming and Dissolving Collaboration (Part II) -- Dynamic Collaboration Beyond Organizations (Part III) -- Conclusion -- References -- Part I: Relational Dynamics in Inter-Organizational Collaboration -- Chapter 1: Relational Bonds Underlying Cooperative Inter-organizational Relations in Different Societal Contexts -- Introduction -- Process Model of Inter-organizational Relationships (CIORs) -- Contractual and Relational Bonds -- Trust-based Commitments -- Forbearance-based Commitments -- Apprehension-based Commitments -- Contexts in Which CIORs Emerge and Evolve -- Reliance on Relational Bonds during Negotiations -- Reliance on Relational Bonds Ex Post Contract -- Repairing Breaches of Relational Bonds -- Discussion and Implications -- Notes -- References -- Chapter 2: Building Adaptive Capacity in Project Network Organizations: Project Contexts, Network Ties, and Relational Practices -- Introduction -- Project Network Organizations as Adaptive Relational Systems -- Promoting Network Stability and Change: Structure, Agency, and Contextual Embedding -- Empirical Case: Revisiting Two Cases of Project Network Organizations -- Brief History of the Two PNOs -- The Dual Quality of Network Ties and Relational Practices -- Inter-Context Connectivity -- Discussion -- Further Implications -- References -- Chapter 3: The Dynamics of Inter-organizational Relations in Contemporary Manufacturing: Nested Negotiations in Value Networks -- Introduction -- Contemporary Manufacturing -- The Research Process.

Inter-organizational Relations in Mass Spectrometer Manufacturing -- Account 1: Changing Requirements while GenMan Develops a Generator for Alpha -- Account 2: Certification and Pricing while GenMan Upgrades a Generator for Bravo -- Discussion and Conclusion -- References -- Chapter 4: Technological Embeddedness of Inter-organizational Collaboration Processes -- Introduction -- Technological Embeddedness and Big Data -- Technological Embeddedness -- Big Data and Technological Embeddedness -- Technological Embeddedness in Practice: The Case of MachineCo -- How Technological Embeddedness Shapes Inter-organizational Collaboration Processes -- Developing Inter-organizational Trust -- Technological Embeddedness and Trust: Faster Development of Trust -- Technological Embeddedness and Trust: Insight and Control -- Mutual Adaptation -- Technological Embeddedness and Mutual Adaptation: The Diminishing Role of Assets -- Technological Embeddedness and Mutual Adaptation: The Limits of Problem Resolution -- Temporal Structuring -- Technological Embeddedness and Rhythm of Interactions -- Technological Embeddedness Shifts Managerial Attention -- Suggestions for Future Research -- Conclusion -- References -- Part II: Organizational Dynamics Forming and Dissolving Collaboration -- Chapter 5: Insider Activists Pursuing An Agenda for Change: Selling the Need for Collaboration -- Introduction -- Path Creation for Inter-organizational Collaboration through Issue Selling -- Bricolage, Wayfinding, and Path Creation -- The Need for a Relational Approach -- Issue Selling -- Empirical Illustrations -- Case 1: Product Development with External Expertise -- Case 2: Selling Radically New Approaches for New Product Development -- Case 3: Initiating a Network for Regional Healthcare -- Case 4: New Governance Models for Architectural Services.

Case 5: Bringing Human Factors Knowledge to the Drilling Engineering Community -- Case 6: Using External Collaboration to Mainstream Sustainability Issues -- Discussion -- References -- Chapter 6: Phased Acquisitions for Disruptive Innovation: Toward a Micro-Level Governance Perspective -- Methodology -- Research Design and Setting -- Data Collection -- Data Analysis -- Findings -- Initiation of Equity Alliance (May 1997-May 1998) -- The Equity Alliance Stage: Pre-transition (May 1998-July 2001) -- Initiation of Arm's Length Governance Approach -- Shifting from Arm's Length to Embedded Governance Approach -- Embedded Governance Approach and Transition Decision -- Post-transition Acquisition Governance (July 2001 - December 2006) -- Pre-transition Governance and the Choice of Post-transition Governance Approach -- Micro-level Governance Shift from Preservation to Absorption Integration Strategy -- Integration Outcomes of Post-transition Integration Change -- Discussion and Contribution -- Connecting Micro-level Governance Shifts and Macro-level Governance Transitions -- Drivers of Micro-level Governance Shifts -- Micro-level Governance Spillovers -- Contribution to Literature on Disruptive Innovation -- Integration Dilemma of Phased Acquisition for Disruptive Innovation -- Middle Management as Stabilizing Factors in Disruptive Innovation Trajectories -- Limitations and Future Research -- Notes -- References -- Chapter 7: Entrepreneurs or Employees? The Emergence of "Disciplining Entrepreneurialism" in Subsidiary Organizations at Cyberagent -- Introduction -- Research Perspective -- Method -- Data Collection -- Data Analysis -- Emergence of Disciplining Entrepreneurialism in CyberAgent -- An Overview: Key Characteristics of CyberAgent -- Enhancing Loyalty Through Frequent Communication -- Rapid Promotion and New Appointment opportunities.

Increasing Reliance on Project-based Organizing -- Subsidiary Creation and Abolition: Moderated Market Mechanisms -- The Importance of "Growth" -- Strong Commitment to the HQ -- Maintaining a Sense of Shared Commitment -- Discussion -- Conclusion -- Notes -- References -- Chapter 8: Collaborative Uncoupling: How to Break Up and Stay Together* -- Introduction -- Defining Organizational Separation -- Relations Between Organizational Autonomy, Performance, and Interdependence -- Benefits of Collaborative Separation -- Increasing Performance -- Accessing Resources -- Developing Autonomy -- Benefitting Ethically -- Reasons for Lack of Collaboration Between Separating Entities Despite Potential Benefits -- Regulatory Compliance -- Perceived Lack of Interdependence -- Feeling Disrespected -- Lacking Trust -- Associating Dependence with Shame and Independence with Pride -- Interpreting Continued Interdependence as Antithetical to Change -- Strategic Ploy to Demonstrate Continued Dependence -- The Collaborative Process of Supporting Autonomy -- Step 1: Starting from the Doer's Problem and Incrementally Building on an Existing State -- Step 2: Seeing the Problem Through the Doer's Eyes -- Step 3: Helping the Doer Pursue Their Own Ends to Solve the Organizational Problem -- Step 4: Helping the Doer to Implement, Test, and Refine the Doer's Solution -- Step 5: Helping the Doer Take Responsibility for the Solution -- Discussion and Conclusion -- Note -- References -- Part III: Dynamic Collaboration Beyond Organizations -- Chapter 9: "Opening Innovation" Across Layers of Practices: Developing an Integrative View of the Emergence of Digital Health -- Introduction -- Opening Innovation: A Practice-Based Approach -- Literature Review and Cases: Three Approaches of Opening Innovation -- Open-source Innovation: The User-centric Approach.

Using the Hacking Health Case to Understand the User-centric Layer -- Open Innovation: The Firm-centric Approach -- Using Hacking Health to Understand the Firm-centric Layer -- Inter-organizational Collaboration: The Field-centric Approach -- Using the Hacking Health to Understand the Field-centric Approach -- Discussion: Developing an Integrative Framework of Opening Innovation -- Conceptualizing the Layering of Practices When Opening Innovation in Digital Health -- Layer of Practices -- Layer of Firms (Bundles of Practices) -- Layer of Fields (Bundles of Bundles of Practices) -- Conclusion: Why Study Opening  Innovation? -- References -- Chapter 10: How Organizations Manage Crowds: Define, Broadcast, Attract, and Select -- Define -- Type of Knowledge: Problem- or Solution-related -- Trade-off -- Specificity of Task Definition -- Definition and Explanation -- Trade-off -- Decomposition: Aggregated or Decomposed Tasks -- Definition and Explanation -- Trade-offs -- Broadcast -- Channel: Soliciting Knowledge Via Intermediaries or Through Own Initiative -- Definition and Explanation -- Trade-offs -- Crowd Size: Small or Large -- Definition and Explanation -- Trade-offs -- Invitation: Broadcasting Via Private or Public Call -- Definition and Explanation -- Trade-offs -- Attract -- Incentive Type: Pecuniary or Non-pecuniary -- Definition and Explanation -- Trade-off -- Allocation: Flat or Steep Award Structures -- Definition and Explanation -- Trade-offs -- IP Ownership: Crowd Contributors Versus Organizations -- Definition and Explanation -- Trade-off -- Select -- Evaluation Criteria: Metric Scale or Judgment Call -- Definition and Explanation -- Trade-offs -- Crowd Filtering: Involving the Crowd in Selection or Not -- Definition and Explanation -- Trade-offs -- Sequential: Stage-gate or One-off Model -- Definition and Explanation -- Trade-offs.

Conclusion.

This volume contains two Open Access chapters. Volume 64 of Research in the Sociology of Organizationstakes stock of research on processes of inter-organizational collaboration and explores new topics that call for inquiry.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.