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Interorganizational Relations
A searching and thorough study of how an organization behaves internally and how it relates to other organizations, be they competitors or collaborators.
Competence Building and Leveraging in Interorganizational Relations
Includes papers that offer a review of inter-organizational relations in alternative approaches to the creation and management of competences. This volume offers an integrative approach to strategy and management theory, research, and practice.
The Oxford Handbook of Inter-organizational Relations
Inter-organizational relations (IOR), the study of Strategic Alliances, Joint Ventures, Partnerships, Networks and other forms of relationship between organizations, is a field of study that has burgeoned over the last four decades, but is fragemented, drawing contributions from a wide variety of disciplines, theoretical bases, and sectoral interests. The Oxford Handbook of Inter-Organizational Relations provides a structured overview of the field. With contributions from leading international experts on their particular areas of expertise, it is an authoritative introduction to its research findings. The material is organized in three main sections. The first relates to research that focuse...
The Oxford Handbook of Inter-organizational Relations
Giving a structured overview of the field of interorganizational relations, this handbook presents current thinking and research from international experts. It includes the study of strategic alliances, joint ventures, partnerships, networks and other forms of relationship between organizations
Inter-Organizational Culture
In order to be developed, inter-organizational relationships, as well as organizational cultures, rely on communication, learning, trust, commitment, and shared meanings and symbols. This book discusses the emergence and development of an inter-organizational culture, in which meanings, beliefs, and values of people from different companies interact. It proposes that inter-organizational culture can be seen as a culture of intersection, because of the association of cultural perspectives between suppliers and intermediaries. The more the parties are motivated to maintain the relationship, the more willing they are to invest in that relationship, which minimizes the risk of dissolution, promotes interaction, and contributes to cultural changes. The authors consider organizational culture through a three-perspective framework involving integration, differentiation, and fragmentation, at the intersection of which inter-organizational culture develops. This book will provide scholars with a better understanding of the connection between relationship marketing and organizational behavior, through the emergence of a specific culture.
