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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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Shaik, Mohammed N., and Walid Abdul-Kader. "Interorganizational Information Systems Adoption in Supply Chains." International Journal of Information Systems and Supply Chain Management 6, no. 1 (January 2013): 24–40. http://dx.doi.org/10.4018/jisscm.2013010102.
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Supply chain management (SCM) enabled by advances in technology, aims to develop a technical infrastructure linking technology and people, in an effort to align the technology with the capabilities of the organization and among its trading partners. This has led to the importance of the interorganizational information system (IOS) which has been increasingly recognized by organizations. There are several IOS types, including B2B electronic commerce (EC), customer-oriented strategic systems, EDI and electronic markets. The factors influencing the adoption of these systems are presented in the literature, but the IOS adoption in supply chains with supply chain context specific antecedents is very limited. To fill the gap in the literature, in this study a comprehensive model is built on the foundations of technology adoption at the organizational levels and by examining the supply chain context specific antecedents behind the motivations of adoption of technology in supply chains. The developed TOESCM research framework considers the TOE (technological-organizational-environmental) framework and SCM context specific antecedents such as information sharing, interorganizational relationships, and collaboration among trading partners to determine the adoption of IOS in supply chains.
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Babiak, Kathy. "Determinants of Interorganizational Relationships: The Case of a Canadian Nonprofit Sport Organization." Journal of Sport Management 21, no. 3 (July 2007): 338–76. http://dx.doi.org/10.1123/jsm.21.3.338.
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Interorganizational relationships have become increasingly important for sport organizations. The purpose of this study was to explore the determinants and conditions of partnership formation in a group of collaborating nonprofit, public, and private organizations. A conceptual framework that includes the determinants of legitimacy, stability, necessity, asymmetry, reciprocity, and efficiency were used. Conditions including interdependence and presence of an interpersonal network were also explored. This research employed qualitative methods to examine partners’ reasons for developing interorganizational relationships in a sport context. For the collaborating organizations, the determinants of legitimacy, stability, reciprocity, and efficiency prevailed as important motives for relationship formation. These findings help to refine and apply contemporary theory to sport management and can be used to help manage interorganizational relationships.
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Berthod, Olivier, Michael Grothe-Hammer, and Jörg Sydow. "Network Ethnography." Organizational Research Methods 20, no. 2 (July 7, 2016): 299–323. http://dx.doi.org/10.1177/1094428116633872.
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A general interest in the study of social practices has been spreading across a diversity of disciplines in organization and management research, relying mostly on rich ethnographic accounts of units or teams. What is often called the practice-turn, however, has not reached research on interorganizational networks. This is mainly due to methodological issues that call, in the end, for a mixed-method approach. This article addresses this issue by proposing a research design that balances well-established social network analysis with a set of techniques of organizational ethnography that fit with the specifics of interorganizational networks. In what we call network ethnography, qualitative and quantitative data are collected and analyzed in a parallel fashion. Ultimately, the design implies convergence during data interpretation, hereby offering platforms of reflection for each method toward new data collection and analysis. We discuss implications for mixed-method literature, research on interorganizational networks, and organizational ethnography.
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KASPER-FUEHRER, EVA C., and NEAL M. ASHKANASY. "The Interorganizational Virtual Organization : Defining a Weberian Ideal." International Studies of Management & Organization 33, no. 4 (October 2003): 34–64. http://dx.doi.org/10.1080/00208825.2003.11043688.
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العنزي, سعد, and مصطفى اسماعيل. "Developing and Sustaining a Multilevel Competitive Learning Organization – A Behavioral and Cognitive Approach." Journal of Economics and Administrative Sciences 17, no. 61 (March 1, 2011): 1. http://dx.doi.org/10.33095/jeas.v17i61.1078.
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To maintain a sustained competitive position in the contemporary environment of knowledge economy, organizations as an open social systems must have an ability to learn and know how to adapt to rapid changes in a proper fashion so that organizational objectives will be achieved efficiently and effectively. A multilevel approach is adopted proposing that organizational learning suffers from the lack of interest about the strategic competitive performance of the organization. This remains implicit almost in all models of organizational learning and there is little focus on how learning organizations achieve sustainable competitive advantage . A dynamic model that captures the strategic nature of organizational learning is the competitive learning organization . This type of organizations approach sustainable competitive learning by reshaping their strategy, structure, and culture for growth to be attained continuously at the individual and groups(micro), integrative network (meso), organization and interorganizational (macro) levels .Learning by itself is not enough to attain a sustainable competitive advantage. Rather, the most important thing is that how best to focus the learning on the most prominent forces resulted from changes and fluctuations in the competitive environment .
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Knowlton, Steven A. "Power and Change in the US Cataloging Community." Library Resources & Technical Services 58, no. 2 (April 24, 2014): 111. http://dx.doi.org/10.5860/lrts.58n2.111.
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The US cataloging community is an interorganizational network with the Library of Congress (LC) as the lead organization, which reserves to itself the power to shape cataloging rules. Peripheral members of the network who are interested in modifying changes to the rules or to the network can use various strategies for organizational change that incorporate building ties to the decision-makers located at the hub of the network. The story of William E. Studwell’s campaign for a subject heading code illustrates how some traditional scholarly methods of urging change—papers and presentations—are insufficient to achieve reform in an interorganizational network, absent strategies to build alliances with the decision makers.
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Zhuang, Wei Qing, and Zhen Yu Liu. "Build Structure of Fractal Interorganizational Information Systems and Optimize Supply Chain Structure." Advanced Materials Research 468-471 (February 2012): 268–76. http://dx.doi.org/10.4028/www.scientific.net/amr.468-471.268.
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This paper uses fractal theory to analyze interorganizational information systems (IOS). Firstly, IOS’s structure has fractal characteristics of self-similarity, self-optimization and self-organization, consequently, gives the concept and definition of fractal interorganizational information systems (FIOS). Thirdly, builds IOS topological structure fits actual needs based on Diffused-Limited Aggregation (DLA) model to optimize the growth rule of IOS, then, designs six topological structures of FIOS and estimates approximatively their fractal dimension values. Finally, gives fractal interorganizational information systems application to optimize the supply chain network structure to improve operation efficiency.
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Andersson, Annika. "Communication barriers in an interorganizational ERP-project." International Journal of Managing Projects in Business 9, no. 1 (January 4, 2016): 214–33. http://dx.doi.org/10.1108/ijmpb-06-2015-0047.
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Purpose – The purpose of this paper is to explore and analyze communication patterns and bridging activities to be able to describe communication barriers in an interorganizational enterprise resource planning (ERP) project and some ways to overcome those. Design/methodology/approach – The empirical arena was an interorganizational ERP-project, which implemented an On-Premise ERP-system. The goal for the team, assembled from both the buyer and supplier, was to implement an ERP-system, with a fixed price calculated from the expected resources and time needed, half a year. Participant observations, complementary interviews and documentation studies were accomplished, to be able to find and describe communication barriers for organizational development. Findings – Communication barriers were found, such as technnological concerns, micro-level discussions, limited bridging activities and openness to change. Research limitations/implications – The present study, concerning one single, interorganizational ERP-project provides a starting point for further research concerning communication barriers in ERP-projects. Further research could look at the implications communication barriers could have for the buyer and supplier organization in a long term. Practical implications – In managerial implications, some ways to overcome those barriers are discussed. Originality/value – Communication barriers found, and their impact on knowledge development within interorganizational ERP-projects, is described. The paper offers a starting point for future research concerning communication barriers. Results could be used of managers to understand communication barriers and their implications for knowledge development and organizational change.
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Farias, Rafael Araújo Sousa. "Interorganizational Cost Management Study on Inhibitor." International Business Research 9, no. 3 (February 25, 2016): 68. http://dx.doi.org/10.5539/ibr.v9n3p68.
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<p>Strategic cost management in supply chains is not a new concept. Coordinated actions between companies of the same chain, in order to reduce costs and end consumer price, offer opportunities for improved results. Interorganizational Cost Management (IOCM) is a structured approach with a broad vision, beyond the borders of the organization, which aims to reduce costs at the internal and external levels. Indeed, cost management is a complex issue that permeates all areas of the organization and may pose a number of difficulties to be implemented and sustained. Thus, this work has the overall goal of identifying, in the literature, the factors and conditions that inhibit the applicability of the Interorganizational Cost Management approach. To achieve these goals, an analysis was made of 35 academic research studies available in the literature that reported the difficulties faced by companies in cooperative cost management. The analysis of the studies showed the perceptions of different companies, and described the difficulties they face; therefore, the present research is qualitative and exploratory. Factors that inhibit IOMC were grouped into: (i) corporate strategy; (ii) integration of companies; (iii) people; (iv) intra- and interorganizational processes; (v) corporate training and education; (vi) disputes between companies; and (vii) lack of trust between companies.</p>
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Kasemsap, Kijpokin. "Career Management in the Knowledge-Based Organizations." International Journal of Knowledge-Based Organizations 7, no. 2 (April 2017): 60–73. http://dx.doi.org/10.4018/ijkbo.2017040105.
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This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.
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Sievers, Burkard. "Psychotic Organization as a Metaphoric Frame for the Socioanalysis of Organizational and Interorganizational Dynamics." Administration & Society 31, no. 5 (November 1999): 588–615. http://dx.doi.org/10.1177/00953999922019256.
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Bala, Hillol, and Viswanath Venkatesh. "Employees’ reactions to IT-enabled process innovations in the age of data analytics in healthcare." Business Process Management Journal 23, no. 3 (June 5, 2017): 671–702. http://dx.doi.org/10.1108/bpmj-11-2015-0166.
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Purpose Interorganizational business process standards (IBPS) are IT-enabled process specifications that standardize, streamline, and improve business processes related to interorganizational relationships. There has been much interest in IBPS as organizations from different industries implement these process standards that lead to successful organizational outcomes by integrating and standardizing intra- and inter-organizational business processes. These process standards enable data analytics capabilities by facilitating new sources of interorganizational process data. The purpose of this paper is to unearth employees’ reactions to a new type of supply chain process innovations that involved an implementation of new IBPS, a supply chain management (SCM) system, and associated analytics capabilities. Design/methodology/approach The authors gathered and analyzed qualitative data for a year from the employees of a healthcare supplier, a high-tech manufacturing organization, during the implementation of a SCM system and RosettaNet-based IBPS. Findings In what the authors termed the initiation stage, there was quite a bit of confusion and unrest among employees regarding the relevance of the new process standards and associated analytics capabilities. With the passage of time, in the institutionalization stage, although the situation improved slightly, employees found workarounds that allowed them to appropriate just part of specific processes and the analytics capabilities. Finally, once routinized, employees felt comfortable in the situation but still did not appropriate the new supply chain processes faithfully. Overall, employees’ reactions toward the SCM system and associated analytics capabilities were different from their reactions toward the new business processes. Originality/value The paper contributes to the literature by offering novel insights on how employees react to and appropriate process innovations that change their work processes.
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Heide, Jan B. "Interorganizational Governance in Marketing Channels." Journal of Marketing 58, no. 1 (January 1994): 71–85. http://dx.doi.org/10.1177/002224299405800106.
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Relationship management rapidly is becoming a central research paradigm in the marketing channels literature. A growing body of conceptual and empirical literature addresses different aspects of interfirm relationships, building in part on recent theoretical developments in organization theory, law, and economics. Interestingly, however, some of these theoretical frameworks make radically different assumptions about the nature of interfirm relationships, though these differences to date have not been examined systematically in the marketing literature. The author reviews these theoretical perspectives and develops a formal typology of approaches to relationship management. Specifically, he develops a typology of three different forms of governance, which vary systematically in terms of how specific interfirm processes are carried out. He also discusses the antecendents of different relationship forms and shows the results of a preliminary empirical test.
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Beckman, Christine M., and Damon J. Phillips. "Interorganizational Determinants of Promotion: Client Leadership and the Attainment of Women Attorneys." American Sociological Review 70, no. 4 (August 2005): 678–701. http://dx.doi.org/10.1177/000312240507000407.
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Explanations of gender inequality typically emphasize individual characteristics, the structure of internal labor markets, or pressures from the institutional environment. Extending the structuralist and institutional perspectives, this article argues that the demographic composition of an organization's exchange partners can influence the demographic composition of the focal organization when the focal organization is dependent upon its partners. Specifically, law firms with women-led corporate clients increase the number of partners who are women attorneys. Data on elite law firms and their publicly traded clients support a bargaining power hypothesis whereby law firms promote women attorneys when their corporate clients have women in three key leadership positions: general (legal) counsel, chief executive officer, and board director. These effects are stronger when the law firm has few clients, reinforcing the hypothesis that interorganizational influence is more vital when a focal organization is dependent on its exchange partner. The results also support a related explanation based on homophily theory. The analysis rules out several alternative explanations and establishes a relationship between the presence of women-led clients and the promotion of women attorneys in law firms.
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Moorman, Christine, Rohit Deshpandé, and Gerald Zaltman. "Factors Affecting Trust in Market Research Relationships." Journal of Marketing 57, no. 1 (January 1993): 81–101. http://dx.doi.org/10.1177/002224299305700106.
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Building on previous work suggesting that trust is critical in facilitating exchange relationships, the authors describe a comprehensive theory of trust in market research relationships. This theory focuses on the factors that determine users’ trust in their researchers, including individual, interpersonal, organizational, interorganizational/interdepartmental, and project factors. The theory is tested in a sample of 779 users. Results indicate that the interpersonal factors are the most predictive of trust. Among these factors, perceived researcher integrity, willingness to reduce research uncertainty, confidentiality, expertise, tactfulness, sincerity, congeniality, and timeliness are most strongly associated with trust. Among the remaining factors, the formalization of the user's organization, the culture of the researcher's department or organization, the research organization's or department's power, and the extent to which the research is customized also affect trust. These findings generally do not change across different types of dyadic relationships.
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Gulati, Ranjay, Phanish Puranam, and Michael Tushman. "Meta-organization design: Rethinking design in interorganizational and community contexts." Strategic Management Journal 33, no. 6 (April 4, 2012): 571–86. http://dx.doi.org/10.1002/smj.1975.
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Henderson, Sybil S., and Erma Jean Smith-King. "Sectoral decision making: structures, processes and trust." Management Decision 53, no. 7 (August 17, 2015): 1545–59. http://dx.doi.org/10.1108/md-04-2015-0128.
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Purpose – The purpose of this paper is to synthesize multi-sector, cross-sector, and other interorganizational alliance structures and processes with particular focus on their saliency in partnership/alliance decision making. Design/methodology/approach – This is a conceptual paper focusing primarily on management and public administration literature that examines decision making in multi-sector, cross-sector, and other interorganizational alliances. Findings – The paper identified that decision making takes place at every stage of the partnership process, with complexity being dependent on organizational structure and design, i.e. dyad or network. Organization structures and key processes including coordination, cooperation, and trust are critical elements that impact decision making. Trust is foundational for the development and sustainability of collaborative alliances. Many of these same characteristics are also found in strategic alliance structures and processes. Practical implications – This analysis of selected literature on decision making and trust has the capacity to enhance awareness and expectation-setting for those entering a collaborative partnership. Trust is an integral and enduring component at every stage. Originality/value – This study crosses the boundary between sectoral partnerships and other interorganizational alliances in the analysis of decision-making structures and processes.
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Fu, Jiawei Sophia, Michelle Shumate, and Noshir Contractor. "Organizational and Individual Innovation Decisions in an Interorganizational System: Social Influence and Decision-Making Authority." Journal of Communication 70, no. 4 (April 9, 2020): 497–521. http://dx.doi.org/10.1093/joc/jqaa018.
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Abstract This study examines the processes of complex innovation adoption in an interorganizational system. It distinguishes the innovation adoption mechanisms of organizational-decision-makers (ODMs), who make authority adoption decisions on behalf of an organization, from individual-decision-makers (IDMs), who make optional innovation decisions in their own work practice. Drawing on the Theory of Reasoned Action and Social Information Processing Theory, we propose and test a theoretical model of interorganizational social influence. We surveyed government health-care workers, whose advice networks mostly span organizational boundaries, across 1,849 state health agencies in Bihar, India. The collective attitudes of coworkers and advice network members influence health-care workers’ attitudes and perceptions of social norms toward four types of innovations. However, individuals’ decision-making authority moderates these relationships; advisors’ attitudes have a greater influence on ODMs, while perceptions of social norms only influence IDMs. Notably, heterogeneity of advisors’ and coworkers’ attitudes negatively influence IDMs’ evaluations of innovations but not ODMs’.
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Han, Lu, Jing Liu, Richard Evans, Yang Song, and Jingdong Ma. "Factors Influencing the Adoption of Health Information Standards in Health Care Organizations: A Systematic Review Based on Best Fit Framework Synthesis." JMIR Medical Informatics 8, no. 5 (May 15, 2020): e17334. http://dx.doi.org/10.2196/17334.
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Background Since the early 1970s, health care provision has experienced rapid growth in the investment and adoption of health information technologies (HITs). However, the development and deployment of HITs has often been conducted in silos, at different organizational levels, within different regions, and in various health care settings; this has resulted in their infrastructures often being difficult to manage or integrate. Health information standards (ie, the set norms and requirements that underpin the deployment of HITs in health care settings) are expected to address these issues, yet their adoption remains to be frustratingly low among health care information technology vendors. Objective This study aimed to synthesize a comprehensive framework of factors that affect the adoption and deployment of health information standards by health care organizations. Methods First, electronic databases, including Web of Science, Scopus, and PubMed, were searched for relevant articles, with the results being exported to the EndNote reference management software. Second, study selection was conducted according to pre-established inclusion and exclusion criteria. Finally, a synthesized best fit framework was created, which integrated a thematic analysis of the included articles. Results In total, 35 records were incorporated into the synthesized framework, with 4 dimensions being identified: technology, organization, environment, and interorganizational relationships. The technology dimension included relative advantage, complexity, compatibility, trialability, observability, switching cost, standards uncertainty, and shared business process attributes. The organization dimension included organizational scale, organizational culture, staff resistance to change, staff training, top management support, and organizational readiness. The environment dimension included external pressure, external support, network externality, installed base, and information communication. Finally, the interorganizational relationships dimension included partner trust, partner dependence, relationship commitment, and partner power. Conclusions The synthesized framework presented in this paper extends the current understanding of the factors that influence the adoption of health information standards in health care organizations. It provides policy and decision makers with a greater awareness of factors that hinder or facilitate their adoption, enabling better judgement and development of adoption intervention strategies. Furthermore, suggestions for future research are provided.
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Silic, Mario, and Andrea Back. "What are the Keys to a Successful Mobile Payment System? Case of Cytizi." Journal of Global Information Management 24, no. 3 (July 2016): 1–20. http://dx.doi.org/10.4018/jgim.2016070101.
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Scholars and practitioners agree that the future of payment is mobile contactless payment (MCP). However, while many projects concerning the implementation of MCP solutions have been started, MCP is still not available in most countries. Concerning this fact, studies on the obstacles to MCP implementation conclude that the formation of interorganizational relationships (IORs) is an important aspect to the success of any MCP project. In this study, the authors research the influence of organizational culture on IORs in the French MCP service, Cityzi. They conducted interviews with executives of the main organizations involved and collected data about the organizational culture using a quantitative questionnaire. The results revealed that the organizations involved in Cityzi emphasize a developmental culture that drives innovation and competition between the organizations involved, which leads to rivalry between them. The authors conclude that the centralized structure around a coordinating organization that displays a group culture supports the implementation of MCP systems.
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Skjoett‐Larsen, Tage, Christian Thernøe, and Claus Andresen. "Supply chain collaboration." International Journal of Physical Distribution & Logistics Management 33, no. 6 (August 1, 2003): 531–49. http://dx.doi.org/10.1108/09600030310492788.
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Presents a theoretical framework for analysing interorganizational collaboration. Argues that Collaborative Planning, Forecasting and Replenishment (CPFR) should be viewed as a general approach to coordination of processes between participants in a supply chain, rather than following a slavish step‐by‐step model, as suggested by the organization Voluntary Inter‐Industry Commerce Standards (VICS). This approach demands a deeper analysis of both integration depth and scope of various collaboration forms. This is done primarily from a theoretical perspective, but supported by an empirical study of Danish companies’ attitudes towards interorganizational collaboration.
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B.M. Keers, Bianca, Paul C. van Fenema, and Henk Zijm. "Understanding organizational change for alliancing." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 823–38. http://dx.doi.org/10.1108/jocm-09-2016-0170.
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Purpose The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation. Design/methodology/approach A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an instrumental case study was conducted to provide insight in the degree of operational alignment required for a maritime organization to form a service alliance. Findings Managers indicate a complex set of organizational capabilities required for improving operating process to successfully execute their alliance strategy. Two improvement trajectories were found to be used by alliance managers for aligning operations with alliance strategy: development of a corporate alliance infrastructure, and nurturing a collaborative business culture. Research limitations/implications The research is limited to one public organization establishing a vertical service alliance with one of its suppliers. Originality/value The paper introduces a new conceptual model of the alliance formation process, addressing the cyclical character of the pre-formation stage in which intra- and interorganizational management considerations alternate.
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Levitsky, Sandra. "Niche Activism: Constructing a Unified Movement Identity in a Heterogeneous Organizational Field." Mobilization: An International Quarterly 12, no. 3 (September 1, 2007): 271–86. http://dx.doi.org/10.17813/maiq.12.3.3v020m3751v1k642.
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This article draws on a study of interorganizational relations in the Chicago gay, lesbian, bisexual, and transgender movement to elaborate a theory for how activists integrate divergent organizational approaches to social reform into a coherent "movement identity." Departing from the resource mobilization and collective identity literatures, which tend to reduce organizational specialization either to a competition over resources or to ideological differences among movement participants, I argue that organizational interests and shared beliefs play interrelated, but nonreducible roles in the construction of movement identity. Activists understand social reform as requiring competencies in a wide range of cultural and political venues. Focusing on specific forms of movement activity, or niches, organizations develop proficiencies that activists share as part of a collective effort in which each organization is seen as playing a necessary, but insufficient part. Rather than undermining a unified movement identity, then, organizational specialization is seen here as producing it.
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Turnipseed, David L., and Elizabeth A. VandeWaa. "The little engine that could: the impact of psychological empowerment on organizational citizenship behavior." International Journal of Organization Theory & Behavior 23, no. 4 (April 21, 2020): 281–96. http://dx.doi.org/10.1108/ijotb-06-2019-0077.
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PurposeThe study examines the relationships between the dimensions of psychological empowerment and organizational citizenship behavior (OCB). The purpose is to identify specific dimensions of psychological empowerment that are linked to above average or “beyond the expected” citizenship behaviors.Design/methodology/approachA theoretical basis for a linkage between the four dimensions of psychological empowerment and dimensions of OCB was developed. Using a sample of 137 participants, these theoretical relationships were tested with hierarchical linear multiple regressions.FindingsThere are differential relationships between the dimensions of psychological empowerment and the dimensions of OCB. The OCB dimensions of contentiousness, altruism and obedience are linked to the psychological empowerment dimension of meaning: conscientiousness is also linked to competency.Research limitations/implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Practical implicationsThe study sample was single industry and single organization to avoid interindustry and interorganizational contamination, and the results may lack generalizability. Therefore, researchers are encouraged to test the study hypotheses in other industries and occupations.Originality/valueThis paper reports the first known study of the relationships between Spreitzer's psychological empowerment dimensions and OCB. The value is the identification of manipulable relationships that can explain actual empowerment and provide pragmatic guidance for managers to increase empowerment and thus hopefully organizational effectiveness.
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Zach, Florian. "Partners and Innovation in American Destination Marketing Organizations." Journal of Travel Research 51, no. 4 (December 23, 2011): 412–25. http://dx.doi.org/10.1177/0047287511426340.
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Innovation and interorganizational collaboration have been identified as important elements of competitive tourism strategies. This study proposes a model that relates aspects of organizational settings and collaboration to the success of innovation within the organization. In particular, this study focuses on destination marketing organizations (DMOs) as they collaborate with destination businesses to assist in the development of new services in marketing the destination. A national survey among American DMOs indicates that partner collaboration is a significant driver of visitor-orientated innovation. Specifically, innovation success was found to be driven solely by the development of market-oriented rather than strategy-oriented new services, indicating that many of the American DMOs respond to visitor changes at the expense of providing new services that somehow do not fit within current organizational setting. These findings suggest that DMO leadership needs to consider organizational changes in order to better support innovation at the destination.
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Khoruzhy, Lyudmila Ivanovna, Yury Nikolaevich Katkov, Ekaterina Alekseevna Katkova, and Anastasiya Alekseevna Romanova. "Features of agriculture and their impact on the organization and methodology of inter-organizational management accounting." Buhuchet v sel'skom hozjajstve (Accounting in Agriculture), no. 2 (February 1, 2021): 39–49. http://dx.doi.org/10.33920/sel-11-2102-04.
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The article proposes a list of features of inter-organizational management accounting for agricultural organizations. The specifics of management accounting of agricultural enterprises were considered and ways to solve problems of accounting adaptation were found. A structural chart of a management accounting account is proposed to reflect operations in inter-organizational interaction. Method of functioning of inter-organizational accounting system in automated environment is disclosed. A business process card for the type of activity «Production of crop products» has been developed and described. On the example of agricultural enterprises, examples are given of the reflection in the interorganizational management accounting of the facts of the economic life of partners, taking into account the peculiarities of the functioning of agrosphere enterprises.
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Babüroğlu, Oğuz N., Seref Topkaya, and Özgür Ates. "Post-search Follow-up." Concepts and Transformation 1, no. 1 (January 1, 1996): 31–50. http://dx.doi.org/10.1075/cat.1.1.04bab.
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The search conference has come to be regarded as a critical intervention strategy within interorganizational domains. Yet the existing literature focuses more on the search conference as an event and less on what happens after the event. This paper focuses on post-search conference strategies in interorganizational domains. Four follow-up strategies — abort, fizzle-out, sustain, and diffuse and dissipate — emerge in the assessment of two search conference-based interventions in two different industries in Turkey. The paper shows that these strategies are co-produced in two dimensions: dialogue conditions among the stakeholders in the domain and the leadership strength of the referent organization.
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Ainsworth, Dale, and Julie A. Chesley. "Built to Collaborate? Organization Design and Coalition Success." Health Promotion Practice 21, no. 4 (August 22, 2018): 654–64. http://dx.doi.org/10.1177/1524839918795473.
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Coalitions implementing health promotion initiatives are composed of organizations that collaborate with one another. However, organizations do not collaborate; rather it is people representing organizations that make partnerships happen, and some collaborators are more effective than others. The way organizations are designed markedly influences the manner in which collaborators represent their organizations in coalitions. In this study, we explore how organizations are designed to support effective collaboration. Using a mixed methods design, high-performing collaborators were identified through a survey. The top 25 participated in in-depth interviews. Interviews assessed organization design components including strategy, structure, processes, human resource systems, measurement systems, and culture. Findings revealed multiple design elements that supported the use of collaboration skills including strategies that explicitly acknowledged a reliance on interorganizational collaboration; nonhierarchical, informal, and flexible structures; processes that empowered collaborators to act on behalf of their organizations; human resource systems that included job descriptions, training, and performance appraisals that reinforced the use of collaboration skills; measurement systems that included performance data taken at the domain level; and cultures that supported diversity of thought, innovation, risk-taking and a “do-whatever-it-takes” attitude in accomplishing tasks. These findings can assist organization leaders in designing organizations to support effective multiorganizational collaboration.
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Handoko, Indria. "A Case Study of Knowledge Exchange in a Hierarchical Mechanism." Gadjah Mada International Journal of Business 19, no. 1 (April 10, 2017): 35. http://dx.doi.org/10.22146/gamaijb.22555.
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This research investigates knowledge exchange in an organization applying hierarchical mechanisms, and the influence of social interactions on knowledge flow across different levels of analysis. The research uses a qualitative case study method of an Indonesian automotive component-making company, applying semi-structured interviews, observations, and focus groups at interorganizational, internal company, and shop floor levels. The research main finding is that in an organization applying hierarchical mechanisms, social interactions that exist at one level are able to influence interactions at other levels, and that the interactions can both facilitate and inhibit knowledge exchange across levels and boundaries. The application of any formal mechanism at interorganizational level needs to consider both the dynamics operating at social level and the potentially disparate and contradictory effects it may have if its aim is to promote knowledge flow across levels. The application of in-depth exploratory case study research contributes to the conceptualization of relationships between knowledge exchange, social interactions, and governance mechanism.
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Alojairi, Ahmed S. "Application of Ashby’s Law of Requisite Variety to Interorganizational Conflicts in Nonprofit Organizations." Administration & Society 53, no. 7 (January 19, 2021): 987–1013. http://dx.doi.org/10.1177/0095399720985431.
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This study examines conflict that can co-determine the effectiveness of nonprofit organization performance. Based on Ashby’s law of requisite variety, interorganizational conflict is defined in terms of a lack of fit between input variety and variety-handling capabilities. The calculated organizational interaction effectiveness (IE) ratio of 2.04 is used to determine the quality of interactions. “Flexibility” is the dominant category for helpful incidents (49.03%). Within non-helpful incidents (45.67%), however, “Unreliability” is the dominant category. This major source of conflict commonly produces an imbalance between flexibility and reliability as manifest by a mismatch between input variety and variety-handling capabilities.
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Pereira, Rafael Morais, Felipe Mendes Borini, and Moacir de Miranda Oliveira Jr. "Interorganizational cooperation and process innovation." Journal of Manufacturing Technology Management 31, no. 2 (August 27, 2019): 260–83. http://dx.doi.org/10.1108/jmtm-12-2018-0430.
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Purpose In this paper, the authors investigate whether the location of interorganizational partners affects the outcomes of process innovation. Herein, the term partner location refers to multiple degrees of proximity or distance, including in the same national province or state, in other national provinces or states, in the same country and in foreign countries. The purpose of this paper is to show that partner location, whether domestic or foreign, depends on which partner an organization needs in order to advance its process innovation. Design/methodology/approach To test the hypotheses, the authors employed a panel data regression model to analyze data from 28 Brazilian business sectors from 2003 to 2014, all collected for PINTEC: The Brazilian Survey of Technological Innovation, representing a total of 107,854 companies. Findings The results show that cooperation is significant with both national and foreign partners, even though they bear different effects on the various degrees of innovativeness related to process innovation. Practical implications For managerial practice, the results corroborate that the choice of partners has to be strategic and take their location into account. In particular, practices at the domestic level with suppliers and vocational training centers are relevant to increasing innovation at the micro level. At the same time, for higher levels of innovation, managers should prioritize, within the limitations of existing resources, cooperation with universities, competitors and suppliers from abroad, especially in developed countries. Originality/value The main academic contribution of the study is the highlighting partner location (i.e. proximate or distant) as relevant to results of process innovation. Nevertheless, the authors determined that this process is heterogeneous, given the function of each partner and taking the different degrees of innovativeness into account.
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Otto, Peter. "Dynamics in Strategic Alliances." International Journal of Information Technologies and Systems Approach 5, no. 1 (January 2012): 74–86. http://dx.doi.org/10.4018/jitsa.2012010105.
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The objective of this paper is to develop a dynamic theory of interorganizational learning and knowledge acquisition in strategic alliances. Strategic alliances are becoming an increasingly important organizational form to gain access to new knowledge and to leverage existing knowledge. By establishing an alliance with one or more partners, an organization will gain valuable learning opportunities to acquire knowledge and to enhance its competitiveness. The degree to which the partners can realize their learning objectives is dependent on their absorptive capacities and the collaborative strategies adopted by the partners. These collaborative strategies may include the trust between alliance partners as well as the willingness to share existing knowledge. In order to gain insights into the dynamics of interorganizational learning and knowledge acquisition, the authors propose a simulation model to test different conditions influencing the outcome of an alliance. The results can improve our understanding of the key factors that influence the acquisition of knowledge in strategic alliances. The paper concludes with a discussion of guidelines to assess and manage the outcome of strategic alliances.
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Chen, Chung-An, Evan M. Berman, and Chun-Yuan Wang. "Middle Managers’ Upward Roles in the Public Sector." Administration & Society 49, no. 5 (August 19, 2014): 700–729. http://dx.doi.org/10.1177/0095399714546326.
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Whereas previous public administration studies have focused on middle managers’ roles in implementation, this study contributes to the literature by emphasizing middle managers’ other roles, specifically, upward roles that concern (a) championing alternatives and (b) synthesizing information. We examine whether middle managers are more involved in synthesizing information than championing alternatives and test multiple levers that increase these roles at the individual, organization, and interorganizational levels. This study finds that job security, connections with stakeholders, and autonomous motivation are among the most important predictors. This study calls for taking a broader perspective on middle managers’ contributions to public organizations.
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Borman, Mark. "Common knowledge, interorganizational networks and the future for the organization of production." Journal of Information Technology 9, no. 3 (September 1994): 203–12. http://dx.doi.org/10.1057/jit.1994.20.
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Borman, Mark. "Common Knowledge, Interorganizational Networks and the Future for the Organization of Production." Journal of Information Technology 9, no. 3 (September 1994): 203–12. http://dx.doi.org/10.1177/026839629400900304.
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This paper seeks to investigate the potential for interorganizational networks (IONs) to facilitate a challenge to the current hegemony of integrated production. From a transaction cost perspective the choice between market and hierarchical modes of production depends upon their relative coordination costs. The argument developed here is that uncertainty has precipitated market failure and the consequent rise of large, integrated concerns. IONs, however, by facilitating the cost-effective diffusion of information can reduce the coordination costs associated with the market place and permit the deintegration of production. The greatest benefits are held to be realized where the development of common knowledge between connected trading partners permits the ‘free flow’ of information. Supporting empirical work consists of a comprehensive survey of the uptake of IONs in the Scottish electronics industry and the development of case studies in a variety of companies highlighting the specific processes at work. Tentative conclusions indicate that while IONs do represent an opportunity for the emergence of new, more collaborative modes of production such an outcome is by no means assured. ‘changes consist primarily in a relative decline in the importance of Fordist mass production and an enormous expansion of manufacturing activities based on less rigid and more highly adaptable (i.e., flexible) technological and institutional structures’ (Scott, 1988, p. 171).
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Gherardi, SiMa, and Altilio Masiero. "Solidarty as a Networking Skill and a Trust Relation: Its Implications for Cooperative Development." Economic and Industrial Democracy 11, no. 4 (November 1990): 553–74. http://dx.doi.org/10.1177/0143831x9001100406.
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Solidarity is not only an attribute of the cooperative value system, it is also a principle of regulation which works together with the principles of the market and the hierarchy to structure activities and relationships among actors. It exists within the day-to-day activities of an organization, in its interorganizational set, as an expression of members' networking skill and in the internal trust relations that link the organizational actors together. An empirical study conducted in two areas of Italy is outlined in order to illustrate how different kinds of solidarity, within different environments, shape different forms of cooperative development.
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Malloy, David Cruise, Thomas Hadjistavropoulos, Elizabeth Fahey McCarthy, Robin J. Evans, Dwight H. Zakus, Illyeok Park, Yongho Lee, and Jaime Williams. "Culture and Organizational Climate: Nurses’ Insights Into Their Relationship With Physicians." Nursing Ethics 16, no. 6 (November 2009): 719–33. http://dx.doi.org/10.1177/0969733009342636.
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Within any organization (e.g. a hospital or clinic) the perception of the way things operate may vary dramatically as a function of one’s location in the organizational hierarchy as well as one’s professional discipline. Interorganizational variability depends on organizational coherence, safety, and stability. In this four-nation (Canada, Ireland, Australia, and Korea) qualitative study of 42 nurses, we explored their perception of how ethical decisions are made, the nurses’ hospital role, and the extent to which their voices were heard. These nurses suggested that their voices were silenced (often voluntarily) or were not expressed in terms of ethical decision making. Finally, they perceived that their approach to ethical decision making differed from physicians.
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Aleksic-Miric, Ana. "Inter-organizational design fit in inter-organizational knowledge management." Sociologija 56, no. 3 (2014): 343–63. http://dx.doi.org/10.2298/soc1403343a.
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The purpose of this paper is to analyze existing knowledge on how organizations learn using multilevel comparison perspective of intra- and inter-organizational learning and to offer deeper understanding of the role that organizational design properties have in inter-organizational learning. Using Argote and Ophir (2005) findings on similarity vs complementarity fit developed for intra-organizational learning as an anchor, we analyze the role similarity vs complementarity fit of organizational configuration and coordination properties in inter-organizational settings. Our intention is to explicitly express the role of interorganizational design fit in inter-organizational knowledge management. Framework developed here systematizes and explains how strategic objectives of network creation (exploration or exploitation) should be aligned with learning mechanisms (learning by doing or learning by listening/observing) and organizational design properties. From the point of organization theory, this paper advances knowledge about the influence organizational design as intra-organizational property has on knowledge transfer between organizations and inter-organizational learning. Our framework helps managers understand how inter-organizational design fit can influence inter-organizational learning within the network. With regard to policy making, knowledge networks are becoming increasingly important as a mechanism of industrial development support, economic growth, increase of employment and poverty reduction and this paper points to mechanisms of inter-organizational design that can be used in managing these networks.
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장연진. "The effects of the organizational characteristics and interorganizational network level on social welfare organizations' effectiveness -Focused on resource capability of women's welfare organization-." Korean Journal of Social Welfare Studies 44, no. 3 (September 2013): 147–75. http://dx.doi.org/10.16999/kasws.2013.44.3.147.
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Escobar, Luis F., and Sameer Deshpande. "A Focal Organization Perspective Toward Interorganizational Collaboration: The Case of the HIV/AIDS Epidemic in India." Administration & Society 51, no. 9 (March 19, 2018): 1455–85. http://dx.doi.org/10.1177/0095399718760582.
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We propose, from a focal organization’s perspective, a holistic framework for an interorganizational collaboration (IOC) that integrates the resource dependence theory and the triangular alignment perspective to account for the impact external factors such as international donors and internal factors such as the focal organization’s competencies have on the IOC’s antecedents, process, and outcomes. We base our arguments on the case of the National AIDS Control Organisation (NACO) that collaborated with various international and domestic partners to effectively reduce the incidence of HIV/AIDS in India.