Abstract
This paper unpacks two underspecified facets of collaboration: cooperation and coordination. Prior research has emphasized cooperation, specifically partners' commitment and alignment of interests,...
Highlights
Inter-organizational collaboration can be extraordinarily complex and risky
What accounts for the high failure rate of inter-organizational collaborations? The overwhelming majority of sociological and economic studies assert that the partners‘ failure to cooperate leads to the ultimate demise of such ties, stemming from the misaligned incentives of self-interested agents
We specify the roles of cooperation and coordination during three distinct phases of alliances: partner selection, alliance design, and post-formation dynamics (Gulati, 1998); within each phase, we review prior research grounded in either perspective
Summary
Some studies report extremely high failure rates for collaborative endeavors, such as strategic alliances and joint ventures, often well in excess of 50 percent (Kale, Dyer, & Singh, 2002; Kale & Singh, 2009; Lunnan & Haugland, 2008). These discouraging statistics, and colorful folklore about high-profile alliance failures, feed a prevailing discourse that highlights the hazards of collaboration (Bamford, Gomes-Casseres, & Robinson, 2004; Dyer, Kale, & Singh, 2001). Legal expertise, diplomacy, and psychological acumen seem to be required if alliance managers are to ensure the success of their partnerships
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