Collaborative Inter-organizational Relationships Research Articles

Collaborative Interorganizational Relationships in a Project-Based Industry

The project-based construction industry finds itself in a paradoxical situation: while it weighs heavily in the world economy, it does have a history of low productivity. One important issue that plagues the industry is related to the challenges that stem from collaborative efforts (or lack thereof) between actors. The objective of this paper is to explore how actors of the construction industry organize their inter-firm relationships while examining the characteristics of such interactions and the elements affecting them (drivers, barriers, facilitators, outcomes). These interactions and elements were uncovered using a systematic literature review. A qualitative content analysis was carried out to categorize these elements and to generate dimensions describing the forms. The 139 articles retrieved depicted 12 relational forms established between construction companies (in descending order of citation): partnering, alliancing, project delivery methods, supply chain integration, joint ventures, integrated project delivery, joint risk management, collaborative design, contingent collaboration, quasi-fixed network, resource sharing, and collaborative planning. A multitude of drivers, barriers, facilitators, and outcomes were found. An analysis of the results led to the conceptualization of a multidimensional profile, which allows for a practical and flexible identification of the relationship form potential partners in the construction sector intend to establish. To provide guidelines for the implementation of this profile, a three-step framework was developed.

The role of collaborative interorganizational relationships in supply chain risks: a systematic review using a social capital perspective

PurposeThe purpose of this paper is to systematically review, synthesize and critically evaluate the current research status on the role of collaborative interorganizational relationships (CIRs) in supply chain risks (SCRs) from a social capital perspective and provide an organizing lens for future scholarship in this area.Design/methodology/approachThis study adopts a systematic literature review approach to investigate 126 articles from 27 peer-reviewed journals between 1995 and 2020.FindingsThis paper investigates supply chain CIRs using a social capital perspective to explain the role of structural, relational and cognitive capital that resides in these relationships in various SCRs (i.e. environmental, supply, manufacturing, demand, information, financial and transportation). The review reveals that the three social capital dimensions uniquely and both positively and negatively affect different SCRs. The findings further suggest that the perceived SCRs can influence the structural and relational capital.Practical implicationsThis study calls for practitioners to consider the cognitive alignment with their supply network partners, their relational investments, as well as the interorganizational processes and systems in managing and alleviating SCRs.Originality/valueThis review offers a theoretical articulation of how various aspects of CIRs affect SCRs. Specifically, this study extends the existing understanding of the role of social capital in SCRs through offering a synthesis of dominant findings and discourses, and avenues for future research.

Developing collaborative interorganizational relationships: an action research approach

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.

Анализ коллаборативности как инструмент управления межорганизационными взаимоотношениями предприятий электронной промышленности

For the design and manufacture of microelectronic products professional participants of the Russian microelectronics market on a temporary basis constitute inter-organizational relationships based on collaborative. In the article the author's view on the need to manage the process of collaborative inter-organizational relationships microelectronics enterprises in the implementation of the technological value chain. The collaborative presented as the willingness and ability of partners to cooperation aimed at sharing common goals. It proposed using the matrix to assess the interconnectedness of the goals and interests of the partners and their ability and desire to carry out the coordination of action and the likelihood of inter-organizational relations success. The author developed a tool of strategic analysis of the universal nature, which can be used by companies, forming inter-organizational relationships and connections in other industries.

The value of relational learning in global buyer‐supplier exchanges: a dyadic perspective and test of the pie‐sharing premise

AbstractResearch in collaborative interorganizational relationships has typically focused on the value of these relationships to a specific supply chain partner. Furthermore, the phenomenon has rarely been explored in a global setting. Using primary data from 126 cross‐border dyads, we investigate the influence of relational learning on the relationship performance of both the buyer and the supplier, testing the contention that both members (1) benefit from relational learning efforts and (2) enjoy equal pieces of the benefits pie. We find that three specific types of relational learning (information sharing, joint sensemaking, and knowledge integration) influence relationship performance, and that these dimensions of relational learning affect supply chain partners in different ways. We draw conclusions regarding the relative value of relational learning for both buyers and suppliers. Copyright © 2011 John Wiley & Sons, Ltd.

Collaborative Tensions: Practitioners' Experiences of Interorganizational Relationships

Organizations and the relationships they create are rife with tensions that pull individual participants and whole organizations in opposing directions. When multiple organizations form relationships with one another these tensions may take on new forms and create new challenges for individual and organizational participants. This study utilized a focus-group methodology to explore how participants in collaborative interorganizational relationships (IORs) experience and cope communicatively with tensions. The data suggest that tensions exist across two areas: relationships and structures. We found that tensions in collaboration are common, acknowledged, and that the tensions manifest and are addressed through communication.

Procuring service innovations: Contractor selection for partnering projects

Collaborative inter-organizational relationships often require new skills and sometimes also new attitudes from those involved. Contractor procurement for partnering projects differs from most contractor procurement in two related ways: that the service procured is partly new to many contractors and that this service is strongly related to skills, dispositions and commitment of individuals. In more traditional contractor procurement non-price criteria are often assessed on the basis of past performance, and most research has dealt with the selection phase. The aim of this study is to show how procurement practice is influenced by goals of innovation and collaboration, and to discuss implications for the spreading of new practice in this area. The study is based on a review of public clients’ bid documents from Swedish partnering projects as well as on interviews with the clients. The collaboration content led to a focus on assessing attitudes and teamwork potential of individuals, but past performance information was downplayed. It is concluded that tools and procurement advice for relationship contracting should have a development focus and be designed to involve local competence on both sides. Also, procurement in this context should involve a conscious effort to inspire change and commitment among potential bidders.

The dynamic nature of innovation partnering: a longitudinal study of collaborative interorganizational relationships

This paper provides insights into the initiation and early development of collaborative interorganizational relationships (IORs) for innovation and new business creation. Data were gathered from field observations of three ongoing collaborative IORs. A conceptual framework previously developed by Ring and Van de Ven served as a means of restructuring and analyzing the data. The results reveal an emergent process that is dependent on the comparative achievements in negotiation, commitment, and execution. Three organizational practices were identified: volatile agreements, continuous reevaluation and reorganization through real practice, and a process wherein “co‐participants” were challenged to work on their relationships. The limited prospects of specifying agreements ex ante, combined with continuous variation in conditions, entail active management and continuous re‐design of the relationship. This suggests that managers play the role of the architects of relational linkages.

Supplier development strategies for small high technology firms

SummaryToday’s global conditions and rapidly changing technology demands innovative management strategies. Interorganizational collaboration is often considered the new frontier of management and a vital component in the survival and success of firms in the new millennium. There is, however, considerable debate over how small businesses should manage and organize their relationships in order to maximize performance. While many firms have developed closer collaborative inter-organizational relationships (IORs) to find and maintain competitive advantage, and these relationships often contribute to higher profitability and greater competitive advantage, there is evidence of a high degree of failure of these relationships. It is becoming clear that IORs are not a universally desirable strategy. The focus of this article is on small firms and their supplier relationships. The thesis is that supplier development will only be successful when the supplier is of strategic importance to the firm and there is a high level of trust in the relationship. The factors underlying these conditions, stages of IOR development, critical success factors and case studies of successful small firm IORs are illustrated.