Relevant bibliographies by topics / Interorganizational organization

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
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Academic literature on the topic 'Interorganizational organization'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Interorganizational organization"

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Jiang, Jianlin, Jianguo Chen, Rongyue Zheng, and Yan Zhou. "Analysis and Comparison of Role-Based Interorganizational Workflows for a Construction Project." Applied Sciences 9, no. 18 (September 4, 2019): 3667. http://dx.doi.org/10.3390/app9183667.

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The implementation process of construction projects is an iterative process of continuous modification and improvement among participant organizations. Traditional workflow analysis methods for a single organization are not suitable for the analysis of such implementation processes. Therefore, an interorganizational workflow analysis method based on organizational roles and associated with their collaborative relationships is required. In this study, a role-based interorganizational workflow model for participant organizations is developed, in which it is assumed that interoperability has a loosely coupled form for temporary multi-organizations. The Fuzzy Analytic Hierarchy Process (FAHP) is applied to determine the parameters of the correlation between interorganizational workflows, which includes downstream sensitivity and the probability of change. Furthermore, according to workflow interactions between organizations, an analysis model of interorganizational workflow is developed by using the Design Iteration Model for reference to analyze the time performance of participant organizations. Additionally, two forms of interorganizational workflow are compared and analyzed. Some suggestions are put forward to improve interorganizational workflow management and reduce the total time taken to complete the workflow processing of each organization (T) and the total time spent on the interorganizational workflow process (effort, E). This research may help strengthen interorganizational workflow management and enrich the workflow modeling theory.
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Fu, Jiawei Sophia, Katherine R. Cooper, and Michelle Shumate. "Use and Affordances of ICTs in Interorganizational Collaboration: An Exploratory Study of ICTs in Nonprofit Partnerships." Management Communication Quarterly 33, no. 2 (January 13, 2019): 219–37. http://dx.doi.org/10.1177/0893318918824041.

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Interorganizational collaboration relies on the use of information and communication technologies (ICTs). However, previous ICT research often takes place within a single organization, lacking insight into how ICTs sustain interorganizational structures. This study examined both the product categories and functional uses of ICTs for interorganizational collaboration, drawing from surveys among a random sample of 181 human services nonprofit organizations in the United States. Results showed that email, teleconference, and shared repositories (e.g., Dropbox) were most popular product types. Content analysis revealed that ICTs were used for coordination, information sharing, relational communication, and client management and ICT utilities varied based on collaboration types. Analyses also indicated that collaboration type, as opposed to organizational attributes (e.g., organizational capacity, resources, size), was related to the frequency of ICT use in nonprofit collaboration. Theoretical contributions to the study of ICTs, interorganizational collaboration, and management communication are discussed.
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Franco, Mário José Batista, and Marisa Regina Reduto Santos Barbeira. "A knoweledge management system as a mechanism to foment interorganizational networks." Revista Ibero-Americana de Estratégia 8, no. 2 (December 23, 2009): 04–30. http://dx.doi.org/10.5585/ijsm.v8i2.1643.

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The knowledge is a valuable resource in an organization .In this sense, the networks, as a strategy for the sharing of knowledge, can be one of the most important assets that an organization can adopt. Different organizations, to establish relationships with other organizations, have the opportunity to promote and share the knowledge that, strategically, serves as a mechanism for productivity and organizational effectiveness. The objective of this article is to develop a theoretical support that combines different concepts and elements to explain and understand the phenomenon of strategic alliances in organizations, as a mechanism for sharing of knowledge. We also propose a conceptual model of analysis both within and between organizations, in order to emphasize importance of knowledge management system to foment interorganizational networks and for the sharing of organizational knowledge.
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Schruijer, Sandra G. L. "Developing collaborative interorganizational relationships: an action research approach." Team Performance Management: An International Journal 26, no. 1/2 (February 12, 2020): 17–28. http://dx.doi.org/10.1108/tpm-11-2019-0106.

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Purpose This paper aims to address the group dynamics that evolve when representatives from various organizations come together to develop and work on a joint goal. Its aim is to share the author’s learnings when it concerns the understanding of the group dynamics of interorganizational relationships and the development of collaboration between these organizations. Design/methodology/approach The perspective taken draws on social and organizational psychology, systems psychodynamics and organization development. Findings The paper concludes with reflections on generic learnings about collaboration, its dynamics and its development. Originality/value Various action research projects are presented that have been conducted in different sectors.
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Damanik, Elsye Rumondang. "Komunikasi dan Konflik Antarorganisasi." Humaniora 4, no. 2 (October 31, 2013): 875. http://dx.doi.org/10.21512/humaniora.v4i2.3518.

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Conflict may take place in interpersonal, group, and organizational level. In the organizational level, conflict very often influences the organization performance. In the case of interorganizational conflict, Apple and Samsung experienced the open-to-public conflict when Apple filed Samsung on rights violation charges. The purpose of this study is to discuss the role of communication in coping with organizational conflict. Qualitative research method is applied to analyze research problem. Data are obtained from academic journal, and case study published in media. The data are descriptively prepared. This research used the dispute on rights violation between Apple and Samsung in 2012 as the case study. In order to focus on the problem, the case study is discussed using interorganizational conflict and organization change concepts. The analysis resulted on the idea that interorganizational conflict may bring negative and positive impacts to the organization. The conflict may potentially exist when two producers who manufactured identical product variants with different brand dispute innovation exclusive rights. The discussion concluded that conflict is the way organization interact with its environment, learn, and develop. Communication can be used to resolve the conflict.
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Rittgen, Peter. "Self-organization of interorganizational process design." Electronic Markets 19, no. 4 (October 1, 2009): 189–99. http://dx.doi.org/10.1007/s12525-009-0018-y.

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Braun, Timo. "Configurations for Interorganizational Project Networks." Project Management Journal 49, no. 4 (July 17, 2018): 53–61. http://dx.doi.org/10.1177/8756972818781710.

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Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of nor authorized to supplying all partners of a project network with services and knowledge. On the interorganizational level, a network administrative organization (NAO) may be founded providing similar services such as those provided by PMOs, but then to all network partners. This conceptual article seeks to integrate these streams of research by comparing the roles and tasks of PMOs and NAOs, as well as their organizational embeddedness. Thereupon, four modes of interplay between these organizational entities are developed and underpinned with exemplary configurations.
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Luhn, André. "The Learning Organization." Creative and Knowledge Society 6, no. 1 (January 1, 2016): 1–13. http://dx.doi.org/10.1515/cks-2016-0005.

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AbstractWhy do organizations need to learn? This question will be discussed in this article, as well as the definition and characteristics of learning organizations. The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations. The final chapter will get an outlook that future learning processes within networks will have a stronger role, since it allows a better understanding between intraorganizational and interorganizational learning processes. Purpose of the article: This article will lead you within the topic of learning organizations. It will set a first input to different approaches how a learning organization can be defined and get established.Through this the reader will get an impression that a common vision is very important for these approches. So this article will set a first trigger for the interested reader for learning organisazations. Methodology/methods: Literature study for creation of new knowledge due to scientific work.Scientific aim: The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations due to literatur study. The article will show that there is still a lot of research potential to create a role model concept for the implementation of a learning organizsation. Findings: Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. Furher more a common vision is very important to establish a learning organization. Conclusions (limits, implications etc): Core issue lies in questioning how learning processes of individuals and within organizations are working. The various concepts for “learning organization” describing organizational learning, to constantly expand the learning ability of organizations and, consequently, the skills to solve problems from individuals and organizations itself. Here the integrative approaches e.g. the fifth discipline try to close the research gap and clarify the phenomenon of organizational learning. (cf. Liebsch 2011:124). Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. (cf. Unger 2002: 38). Different approaches showed the importance of communication within learning organizations as a fundamental component of those. Following the results of these concepts, it is important to promote collective learning processes so that organizational learning can occur. (cf. Unger 2002: 39). In future learning within networks will get a more and more important role, as it allows to forster the understanding between intraorganisational and interorganizational learning processes. (cf. Liebsch 2011: 124).
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Nodari, Felipe, Mirian Oliveira, and Antonio Carlos Gastaud Maçada. "Organizational performance through the donation and collection of interorganizational knowledge." VINE Journal of Information and Knowledge Management Systems 46, no. 1 (February 8, 2016): 85–103. http://dx.doi.org/10.1108/vjikms-08-2014-0052.

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Purpose – This paper aims to provide empirical evidence to support the relationship between interorganizational knowledge sharing, absorptive capacity and organizational performance, and proposes that interorganizational knowledge sharing is composed of two processes: knowledge donation and collection. Design/methodology/approach – A quantitative methodology is adopted to examine the proposed relationship between interorganizational knowledge sharing, absorptive capacity and organizational performance. The study uses survey data from 269 companies in Brazil. Structural equation modeling is applied to test the stated hypotheses and the model. Findings – The empirical findings indicate that interorganizational knowledge sharing is composed of the donation and collection of knowledge. Interorganizational knowledge collection is found to have a positive effect on interorganizational knowledge donation, while collection is found to have a positive effect, mediated by absorptive capacity, on organizational performance. Research limitations/implications – One limitation of this research was the predominant participation of smaller companies. Another is that the data were only collected from Brazilian companies. Moreover, an instrument to measure these constructs was proposed and validated to enable future research to be conducted into the process of interorganizational knowledge sharing and its components: knowledge donation and knowledge collection. Practical implications – Managers can enhance organizational performance by developing both the donation and collection of knowledge. Knowledge donation is particularly important because, in addition to its impact on absorptive capacity and organizational performance, it contributes to the development of knowledge collection, which is also indirectly related to performance. Originality value – The donation and collection of knowledge were validated as components of the interorganizational knowledge-sharing process, and the relationship between these processes and organizational performance is mediated by the absorptive capacity of the organization.
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Jones, Gareth J., Mike Edwards, Jason N. Bocarro, Kyle S. Bunds, and Jordan W. Smith. "Collaborative Advantages: The Role of Interorganizational Partnerships for Youth Sport Nonprofit Organizations." Journal of Sport Management 31, no. 2 (March 2017): 148–60. http://dx.doi.org/10.1123/jsm.2016-0118.

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Interorganizational partnerships have been used by nonprofits in a variety of industries to build organizational capacity, yet they are currently underutilized by many youth sport nonprofit organizations. While previous research has highlighted key features of dyadic relationships that inhibit the development and maintenance of partnerships, there has been less attention to the influence of broader or complete networks. This study examined key structural properties of a youth sport nonprofit network in one municipality to determine how interorganizational partnerships were used to build organizational capacity. Whole network analysis was used to study partnerships between youth sport nonprofits and analyze the configuration and structural features of the network. Results indicated a fragmented network of youth sport nonprofit organizations, with the majority of organizations operating independently of one another, and the network itself characterized by unbalanced ties. The discussion highlights how this network structure influences organizational action and contributes to relational issues often observed at the dyadic level. The introduction of a third-party brokerage organization is discussed as a potentially useful strategy for improving this network structure.
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Dissertations / Theses on the topic "Interorganizational organization"

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McDowell, William C. "Interorganizational Relationships: The Effects of Organizational Efficacy on Member Firm Performance." Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5313/.

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Relationships between the collective actors within interorganizational relationships are a growing area of research in management. Interorganizational networks continue to be a popular mechanism used by organizations to achieve greater performance. Organizations develop competencies to work with other organizations, but the confidence of these organizations to use these strengths for a competitive advantage has yet to be empirically examined. The purpose of this study is to examine organizational efficacy, how competencies may related to that efficacy, and the relationship of efficacy with performance. The goal of this study is to observe the relationship among trust, dependence, information quality, continuous quality improvement, and supplier flexibility with organizational efficacy. In addition, the relationship between organizational efficacy and performance is also observed. There are two primary research questions driving this study. First, what is the relationship between trust, dependence, information quality, continuous quality improvement, supplier flexibility and organizational efficacy? Second, what is the relationship between organizational efficacy and performance? The theories supporting the hypotheses generated from these questions include theories such as social cognitive theory, quality improvement, and path-goal theory. Data collected from the suppliers of a large university support the hypotheses. Regression analysis and structure coefficients were used to analyze the data. Results indicate that both research question one and research question two are supported. In addition, the theoretical model as a whole, which indicates a mediating relationship, was examined and discussed. This study contributes to both academic and practice by examining efficacy in an interorganizational setting. In addition, as organizations better understand the relationship between competencies and confidence, they will better know how to collectively work to achieve greater results with more attention being placed on monitoring the relationship in order to experience more desired outcomes. Limitations of the current study and opportunities for future research are also discussed.
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Johnson, Lauren. "A MULTIDIMENSIONAL APPROACH TO INTERORGANIZATIONAL COMMUNICATION VIA EMERGENCY MANAGEMENT ORGANIZATIONS AND THEIR TWITTER ACCOUNTS." UKnowledge, 2019. https://uknowledge.uky.edu/comm_etds/83.

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Using an adaptation of O’Connor and Shumate’s (2018) theoretical propositions, this research examines interorganizational communication through the lens of multidimensional networks. Twitter data was crawled from a selection of emergency management organization accounts to measure affinity, representational, flow, and semantic networks. These data included the organizations’ followed accounts, retweets, replies, and mentions. A thematic analysis of the organizations’ mission statements was also conducted in order to inform the examination of the semantic networks. The results show a significant relationship between the number of accounts an organization follows and the likelihood of having its message shared. This research provides a further theoretical application of a network analysis method of studying interorganizational communication as well as a practical application for organizations seeking to increase their engagement on Twitter.
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Lundström, Anna. "Improving lives by interorganizational collaboration : A collaboration analysis on a social development project." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-14734.

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To organize and implement social development projects through interorganizational collaboration is common, but lack empirical studies from a psychological perspective. The study´s aim was to make a collaboration analysis on the implementing actors within a social development project, to understand how the collaboration was functioning. The study took place within a project for marginalized groups in Tanzania, arranged by a Swedish NGO and implemented by interorganizational collaboration. Eight participants were interviewed on six areas: Environment, Membership characteristics, Process and Structure, Communication, Purpose, and Resources. The findings highlight the complexity of interorganizational collaboration. The studied collaborative network is overall working in the same direction, but has both functional and dysfunctional areas where the dysfunctional need to be improved for the collaboration to work well. The study indicates that interorganizational collaboration brings benefits for social development projects, and the six areas studied seem to cover essential areas of interorganizational collaboration.
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Lo, Kwok-kuen. "The changing pattern of dependency of a residents' organization : from initiation to consolidation /." [Hong Kong : University of Hong Kong], 1986. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12325867.

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Brown, Stephan Edward. "Navigating the Edges: An Examination of the Relationship between Boundary Spanning, Social Learning, and Partnership Capacity in Water Resource Management." PDXScholar, 2011. https://pdxscholar.library.pdx.edu/open_access_etds/285.

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This study proposes a framework for measuring and explaining partnership formation and resilience. The motivation for this study is that we currently do not understand the precise mechanism by which partnerships form or how they stay together in the face of change. The framework draws on a design view of systems to argue that partnerships manage change through boundary spanning practices that operate on multiple levels of social reality. The literature suggests that there are many different types of boundary spanning practices. Some types foster social-technical innovations called "boundary objects" while others facilitate the progressive standardization of those practices through the comparison and selection of boundary objects by social actors who are themselves transformed by their adoption of these objects. The framework proposes a way to measure partnership capacity and social learning that corresponds to the orders of boundary spanning practices. It furthermore proposes three hypotheses, one concerned with partnership formation and two concerned with resilience. The first hypothesis states that partnerships form through a convergence of boundary spanning practices and a community of practice. Convergence depends on a host of factors, including the capacity of innovators and early adopters to leverage their early successes to build additional capital to further promote and eventually institutionalize their boundary spanning practices. The second hypothesis predicts that partnerships that demonstrate a pattern of alignment practices integrating operational and strategic concerns will tend to oscillate within a defined range of partnership functions or "states" (restricted resilience). The third hypothesis predicts that partnerships that inculcate a learning culture of institutional design practices will tend to persist under a theoretically limitless range of environmental demands (general resilience). To assess the framework, four case studies of water resource management partnerships in the Columbia River Basin were carried out. Data collection centered on interviews with boundary spanners, field trips, and secondary data. The results partially confirmed the first hypothesis, while evaluations of the resilience hypotheses were inconclusive. However, boundary spanning practices were catalogued according to the various types of partnership processes to demonstrate how the methodology can be used for cross-case comparisons and theory-building.
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Lo, Kwok-kuen, and 羅國權. "The changing pattern of dependency of a residents' organization: from initiation to consolidation." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1986. http://hub.hku.hk/bib/B31247659.

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Rieger, Fritz. "The influence of national culture on organizational structure, process and strategic decision making : a study of international airlines." Thesis, McGill University, 1987. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=120990.

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This research is a comparative field study of the influence of societal culture on organization structure and process. Past empirical studies were used to dérive a framework incorporating four fundamental dimensions of cultural values: power, authority distance, group orientation, and cognitive orientation- From thèse dimensions, five configurations were identified which accounted for most of the organizations reviewed in previous field studies: the Autocracy, the Political Entourage, the Traditional Bureaucracy, the Modem Bureaucracy and the Consensus configuration.[...]
Cette recherche est une étude comparative de l’Influence de la culture sociale sur les structures et processus d’organisation. Un cadre Incluant quatre dimensions fondamentales des systèmes de valeurs culturels, soit le pouvoir, la distance d’autorité, l’orientation de groupe et l’orientation cognitive, fut dérivé d’études empiriques passées. Cinq configurations furent Identifiées à partir de ces dimensions et expliquèrent la plupart des organisations étudiées dans des ouvrages antérieurs: l’Autocratie. l’Entourage Politique, la Bureaucratie Traditionnelle, la Bureaucratie Moderne et la configuration du Consensus.[...]
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Kuilan, Rachel, and Keren Acevedo. "Self-Governed Interorganizational Networks for Social Change: A Case Study of the Criminalization of Online Sexual Grooming in Malaysia." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22855.

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Cross-sector collaborations in the form of self-organized interorganizational networks are key mechanisms to address complex social sustainability problems in a systematic manner with accelerated and effective results. Self-organized interorganizational networks allow for collaborations through low degrees of hierarchy and bureaucracy while achieving high levels of ownership and commitment among member organizations. These type of networks have proven useful to achieve policy reforms to tackle societal problems related to rapid evolving and internet related crimes affecting children. This study analyses the initial conditions and emergence of self-organized interorganizational networks, as well as the structuralarrangements and governance structures that facilitate the network organization. To do so, the authors used as case study the criminalization of online sexual grooming in Malaysia that resulted in the Sexual Offences Against Children Act 2017. The analysis of the case was conducted through a qualitative thematic analysis based on semi-structured interviews to 11 leaders of some of the organizations that collaborated by producing public awareness, educating about the implications of this type of crime, and simultaneously, drafting and passing the new law. The results of the study showed that the network in Malaysia was formed and organized organically through a combination of informal and formal methods and structures guided by a high sense of shared purpose and shared leadership.
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Oquendo, Mirtha Iris. "The effects of trust in Brazilian PNPs: interpersonal and interorganizational trust in the cultural sector social organizations in São Paulo, Brazil." reponame:Repositório Institucional do FGV, 2012. http://hdl.handle.net/10438/9951.

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This study seeks to evaluate how enterorganizational and interpersonal trust affects the degree of State interference in the operations of public-nonprofit partnerships (PNPs). We conducted a qualitative case study in two Brazilian PNPs, Projeto Guri and Orquestra Sinfônica do Estado de São Paulo, through documental analysis and semi-structured interviews. Content analysis of the data yielded a trust framework that begins to explain how a variety of factors, including the protective qualities of the management contract and the strength of the board, moderate the relationship between interpersonal and interorganizational trust in PNPs. The study reveals that unlike Zaheer et al (1998), interpersonal trust had a unique and prominent effect on State interference and types of collaboration in PNPs. Parting from the suggestions by previous authors to contextualize PNP literature findings, the framework takes into account the highly personalistic qualities of Brazilian culture as well as historical and institutional context while highlighting the crucial role of interpersonal trust in Brazilian PNPs.
Este estudo busca avaliar como a confiança interpessoal e a confiança interorganizacional afeta o grau de interferência estatal na operação das parcerias estabelecidas entre o Estado com o terceiro setor. Conduzimos um estudo de caso qualitativo em duas organizações sociais brasileiras (OS), Projeto Guri e Orquestra Sinfônica do Estado de São Paulo, por meio de análise de documentos e entrevistas. A análise dos dados coletados gerou um modelo que explica como uma série de fatores, incluindo as qualidades do contrato de gestão e o poder dos conselhos das organizações sociais, moderam a relação entre confiança interpessoal e interorganizacional nas parcerias. O estudo revela que ao contrário de Zaheer et al (1998), a confiança interpessoal influenciou expressivamente o nível de interferência do Estado e o padrão de colaboração observado nas parcerias do Estado com o terceiro setor. Outros autores sugerem que as teorias sobre parcerias com o terceiro setor sejam contextualizadas. Desta forma, o modelo considera o contexto histórico e institucional do Brasil. Além disso enfatiza a importância do personalismo na cultura brasileira ao mesmo tempo em que destaca a proeminência da confiança interpessoal.
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Khurshid, Imran, and Maciej Twardowski. "Interorganizational Networks as Emerging Learning Organizations." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-22346.

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As the topic of sustainability is gaining a lot of importance, organizations in the aviation industry are coming together to form networks. The purpose of the study is to understand the concept of inter-organizational networks as potential learning organizations and find out how facilitating processes that enable these inter-organizational networks like collaboration, communication and knowledge management operate within networks. Further research will explore processes of learning in networks to investigate alignment and resemblance with the concept of sustainable learning organization and provide an insight on organization structure and culture as enablers of learning. The basic design of the study consists of semi-structured interviews of two networks in the aviation industry as primary data in order to support research questions with empirical analysis. In addition, systematic review of academic literature and official websites of various network stakeholders was used as a secondary data collection source to discover track record of current research study in this field and identify knowledge gaps and areas for further study. Major findings include impact of formal and informal structure of networks on learning processes and objective setting for the network. It also depicts a need for a holistic and systematic approach at interorganizational level in order to form a learning organization. In the end culture was also identified as a learning enabler in networks that tend to be sustainable learning organizations.
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Books on the topic "Interorganizational organization"

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Peters, Jacob. Organizational and interorganizational dynamics: An annotated bibliography. New York: Garland Pub., 1992.

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Jarillo, José C. Strategic networks: Creating the borderless organization. Oxford: Butterworth-Heinemann, 1993.

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Networked organization: A resource based perspective. Uppsala: Uppsala Universitet, 1996.

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Organization theory: Research and design. New York: Macmillan, 1993.

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Argyris, Chris. Personality and organization: The conflict between system and the individual. New York: Garland, 1987.

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Organization, World Meteorological. Agreements and working arrangements with other international organizations. 2nd ed. Geneva, Switzerland: Secretariat of the World Meteorological Organization, 2002.

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Ashkenas, Ronald N., Annika Gegenheimer, and Torkel Gustafsson. Den gra nslo sa organisationen. Lund: Studentlitteratur, 1997.

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Cao, Mei. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture. London: Springer London, 2013.

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Weissenfels, Sven. Ressourcenorientierte Aufteilung von Aktivitäten in industriellen Dienstleistungsnetzwerken. Frankfurt am Main: Lang, 2007.

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Seppola, Rauni. Social capital in international business networks: Confirming a unique type of governance structure. Helsinki: Helsinki School of Economics, 2004.

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Book chapters on the topic "Interorganizational organization"

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Fulop, Liz. "Interorganizational networking." In Management and Organization, 769–830. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92292-5_17.

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Couchman, Paul K., and Liz Fulop. "The meanings of risk and interorganizational collaboration." In Management and Organization Paradoxes, 41–64. Amsterdam: John Benjamins Publishing Company, 2002. http://dx.doi.org/10.1075/aios.9.05cou.

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Ghoshal, Sumantra, and Christopher A. Bartlett. "The Multinational Corporation as an Interorganizational Network." In Organization Theory and the Multinational Corporation, 77–104. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-22557-6_4.

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Akaoka, Isao. "Strategy and Interorganizational Relations of Japanese Companies: The Organization-Set Strategy." In Japanese Management in Change, 85–97. Tokyo: Springer Japan, 2013. http://dx.doi.org/10.1007/978-4-431-55096-9_6.

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Louillet, Marie Claire, François Bédard, and Bertrand Dongmo Temgoua. "Approach to Evaluating the Effect of an Inter-organizational Information System on Performance: The Case of a Destination Management Organization." In Information and Communication Technologies in Tourism 2021, 337–51. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65785-7_33.

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AbstractThis research proposes an approach to evaluate the contribution of an interorganizational information system (IOIS) to processes and organizational performance. Using a process-based framework, the approach was developed from a review of the IS evaluation literature and then refined through an in-depth embedded case study of an IOIS used by a destination management organization (DMO). The need for this research, comes from the significant investments in terms of capital and human resources and the numerous challenges that IOISs represent for DMOs. DMO’ IOISs are characterized by their interdependence between multiple stakeholders with sometimes contradictory interests. The approach developed here is of interest to researchers and practitioners in that it allows for a contextualization of IOIS system evaluation, and that it considers the depth and breadth of performance measures.
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Greve, Henrich R. "Interorganizational Evolution." In The Blackwell Companion to Organizations, 557–78. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164061.ch24.

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Strang, David, and Wesley D. Sine. "Interorganizational Institutions." In The Blackwell Companion to Organizations, 495–519. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164061.ch21.

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Baker, Wayne E., and Robert R. Faulkner. "Interorganizational Networks." In The Blackwell Companion to Organizations, 520–40. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164061.ch22.

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Rao, Hayagreeva. "Interorganizational Ecology." In The Blackwell Companion to Organizations, 541–56. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164061.ch23.

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Stuart, Toby E. "Interorganizational Technology." In The Blackwell Companion to Organizations, 621–41. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164061.ch27.

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Conference papers on the topic "Interorganizational organization"

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Agrelos, Bernardo, João Vitor Ferreira, and Bruna Diirr. "Interorganizational Information Systems: A Study of Practice." In Anais Estendidos do Simpósio Brasileiro de Sistemas de Informação. Sociedade Brasileira de Computação (SBC), 2021. http://dx.doi.org/10.5753/sbsi.2021.15343.

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Interorganizational relationships are initiatives between organizations that aim to facilitate resource sharing and information exchange. In this context, information systems are developed to support the involved organizations, often encompassing several smaller systems. However, little is known about interorganizational information systems (IOIS), especially regarding their state of practice. This paper investigates the use of IOISs in real scenarios. For this, we performed a non-systematic search of IOISs examples and identified repositories on GitHub about these systems. Hence, it was possible to map a set of sources and requirements that help understand how IOISs work and why they are adopted.
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Geri, Nitza. "Overcoming the Challenge of Cooperating with Competitors: Critical Success Factors of Interorganizational Systems Implementation." In InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3330.

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The growing phenomenon of competitors that use a common interorganizational system (IOS) raises challenging strategic and organizational issues. Sometimes organizations join IOS initiatives although it seems to weaken their competitive position. This paper analyzes, in retrospect, the fully automated Tel-Aviv Continuous Trading system (TACT) implemented by the Tel-Aviv Stock Exchange (TASE) and its members, about a decade after its inauguration. It examines TACT's organizational feasibility and its critical success factors, using the Theory of Constraints (TOC) as a theoretical basis. The paper provides a comprehensive analysis of one system, including the point of view of both the initiator (TASE) and the participants (TASE members). TACT's implementation complexity was further escalated since all users had to convert to it simultaneously. Therefore, intensive cooperation was required, especially between Israel's five largest banks, which had seemingly faced a value paradox of IOS, since TACT was supposed to undermine their competitive position by reducing customer lock-in. This study contributes to the informing science transdiscipline by extending its applicability to interorganizational contexts, and by introducing the Theory of Constraints as an effective analysis tool that can be integrated within the informing science framework. It emphasizes the importance of a neutral managing intermediary, provides guidelines for successful IOS implementation, and suggests that the main critical success factor is information systems management skills.
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Jingjing, Kong, and Han Chuanfeng. "Interaction of Multi-interorganizational Relationships of Emergency Organizations of 2008 Wenchuan Earthquake in China." In 2013 IEEE International Conference on Systems, Man and Cybernetics (SMC 2013). IEEE, 2013. http://dx.doi.org/10.1109/smc.2013.221.

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Reports on the topic "Interorganizational organization"

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Chohan, Vinod. Organizational decision making and participation in an interorganizational service network. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.747.

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