Abstract
ABSTRACT Purpose: The purpose of this paper is to depict a theoretical proposal for analyzing the influence of three facets of an organization's dependence on the survival of interorganizational networks: on the environment, on the other members and on the network. Originality/gap/relevance/implications: This paper assists business leaders in showing the dependence tensions of enterprises on the market and networks. The understanding of relational changes and benefits provided by the network during its evolution also has an impact on enterprises' dependency. This paper is therefore original as it makes the contribution essential to a nascent stream of research. Key methodological aspects: The conceptualization of this study is based on the Resource Dependence Theory to direct network survival. The methodology of the paper is based on a theoretical essay for the formation of an analytical background of the subject. It presents an insight in a manner that sheds light on the subject and sets the stage for future research. Summary of key results: Does not apply. In this article, we did not make an empirical investigation. Key considerations/conclusions: The conceptualization of this study has been based solely on the Resource Dependency Theory to direct network survival. Furthermore, additional research is needed to empirically validate the framework.
Highlights
Interorganizational relationships exist in a variety of forms, such as alliances, joint ventures, supply agreements, licensing, cobranding, franchising, networks, associations and consortia
Key methodological aspects: The conceptualization of this study is based on the Resource Dependence Theory to direct network survival
Ellis, Eßig, Henke and Kull (2015, p. 136) state that “firms who are lacking resources will have to obtain these resources by establishing relationships with others”. This is a central proposition of the Resource Dependence Theory (RDT), which was built on the notion that organizations’ survival depends on their ability to acquire critical resources from the external environment (Pfeffer & Salancik, 1978)
Summary
Interorganizational relationships exist in a variety of forms, such as alliances, joint ventures, supply agreements, licensing, cobranding, franchising, networks, associations and consortia. Emerson (1962) explains that the dependence of an actor A in relation to an actor B provides the basis for the power of B over A because B is in control or has influence on the goods and services that A wants This leaves aside questions of how the different facets of interdependence may have an impact on the total value created in the relationship 155 and affect the performance of exchange partners. We aim to depict a theoretical proposal to analyze how three facets of an organization’s dependence influence the survival of interorganizational networks. We use RDT as a theoretical basis in this article and extend it to analyze the formation of interorganizational relationships, and their survival. This study relates the interaction between envi156 ronmental dependence and dependence and/or interdependence of the member of the network, structuring a theoretical basis for understanding the survival of this type of interorganizational relationship
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