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92
Where do interorganizational networks come from?
, 1998
"... Organizations enter alliances with each other to access critical resources, but they rely on information from the network of prior alliances to determine with whom to cooperate. These new alliances modify the existing network, prompting an endogenous dynamic between organizational action and network ..."
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Cited by 377 (11 self)
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Organizations enter alliances with each other to access critical resources, but they rely on information from the network of prior alliances to determine with whom to cooperate. These new alliances modify the existing network, prompting an endogenous dynamic between organizational action and network structure that drives the emergence of interorganizational networks. Testing these ideas on alliances formed in three industries over nine years, the authors show that the probability of a new alliance between specific organizations increases with their interdependence, but also with their prior mutual alliances, common third parties, and joint centrality in the alliance network. The differentiation of the emerging network structure, however, mitigates the effect of interdependence and enhances the effect of joint centrality on new alliance formation.
Team mental model: Construct or metaphor
- Journal of Management
, 1994
"... There has been a recent resurgence of interest in group cognition in the field of organizational science. However, despite the apparent enthusiasm for the notion of the group mind in some modern guise, important conceptual work is needed to examine the concept critically. We attempt to do this in ou ..."
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Cited by 274 (4 self)
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There has been a recent resurgence of interest in group cognition in the field of organizational science. However, despite the apparent enthusiasm for the notion of the group mind in some modern guise, important conceptual work is needed to examine the concept critically. We attempt to do this in our treatment of the content, form, function, antecedents, and consequences of team mental models. In addition, we illustrate how the construct can bring explanatory power to theories of team performance and offer other implicationsfor research and practice. From the outset, writers who have had interests in the group as a social entity have tended to refer to the existence of something like the “group mind”. Generally, this was used to imply an aspect of the mental state of the members of a group collectively (e.g., Durkheim, 1938). While this mental state was based on individual members’s perceptions, thoughts, beliefs, and expectations, it was more than just the sum of such individual properties. It was a group level phenomenon. Recently, there seems to be a resurgence of interest in this notion as writers and researchers in such fields as business policy and strategy (e.g., Bonham,
Theory and Research in Strategic Management: Swings of a Pendulum
- Journal of Management
, 1999
"... The development of the field of strategic management within the last two decades has been dramatic. While its roots have been in a more applied area, often referred to as business policy, the current field of strategic management is strongly theory based, with substantial empir-ical research, and is ..."
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Cited by 112 (0 self)
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The development of the field of strategic management within the last two decades has been dramatic. While its roots have been in a more applied area, often referred to as business policy, the current field of strategic management is strongly theory based, with substantial empir-ical research, and is eclectic in nature. This review of the development of the field and its current position examines the field’s early develop-ment and the primary theoretical and methodological bases through its history. Early developments include Chandler’s (1962) Strategy and Structure and Ansoff’s (1965) Corporate Strategy. These early works took on a contingency perspective (fit between strategy and structure) and a resource-based framework emphasizing internal strengths and weaknesses. Perhaps, one of the more significant contributions to the development of strategic management came from industrial organiza-tion (IO) economics, specifically the work of Michael Porter. The structure-conduct-performance framework and the notion of strategic groups, as well as providing a foundation for research on competitive dynamics, are flourishing currently. The IO paradigm also brought econometric tools to the research on strategic management. Building on the IO economics framework, the organizational economics perspective contributed transaction costs economics and agency theory to strategic management. More recent theoretical contributions focus on the re-source-based view of the firm. While it has its roots in Edith Penrose’s work in the late 1950s, the resource-based view was largely introduced to the field of strategic management in the 1980s and became a domi-nant framework in the 1990s. Based on the resource-based view or developing concurrently were research on strategic leadership, strate-
The embeddedness of organizations: Dialogue and directions
- JOURNAL OF MANAGEMENT
, 1999
"... We review research on organizations to highlight prevailing and emerging conceptions for embeddedness. An integrated framework that considers the sources, mechanisms, outcomes, and strategic implications of embeddedness is presented. Also, promising research directions for embeddedness approaches, i ..."
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Cited by 72 (0 self)
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We review research on organizations to highlight prevailing and emerging conceptions for embeddedness. An integrated framework that considers the sources, mechanisms, outcomes, and strategic implications of embeddedness is presented. Also, promising research directions for embeddedness approaches, including cross-level issues (such as collective cognition and nesting), as well as issues related to temporality, networks, and methodology are identified.
The Repertory Grid Technique: A Method for the Study of Cognition in Information Systems, mis Quarterly 26:1
, 2002
"... Recent studies have confirmed the importance of understanding the cognition of users and information systems (IS) professionals. These works agree that organizational cognition is far too critical to be ignored as it can impact on IS outcomes. While cognition has been considered in a variety of IS c ..."
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Cited by 59 (6 self)
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Recent studies have confirmed the importance of understanding the cognition of users and information systems (IS) professionals. These works agree that organizational cognition is far too critical to be ignored as it can impact on IS outcomes. While cognition has been considered in a variety of IS contexts, no specific methodology has dominated. A theory and method suitable to the study of cognition- defined as personal constructs that individuals use to understand IT in organizations- is Kelly's (1955) Personal Construct Theory and its cognitive mapping tool known as the repertory grid (RepGrid). This article expounds on the potential of this technique to IS researchers by considering the variety of ways the RepGrid may be employed. The flexibility of the RepGrid is illustrated by examining published studies in IS. The diagnostic qualities of the RepGrid and its mapping outcomes can be used for practical intervention at the individual and organizational levels. Keywords: research
Skill learning
- In D.H. Holding (Ed.),Human skills
, 1981
"... internationalization and learning ..."
Competition within and between networks: The contingent effect of competitive embeddedness on alliance formation
- Acad. of Management J
"... I examine how firms use alliances to respond to the alliance networks of their rivals, by either allying with their rivals ’ partners or by building countervailing alliances. Evidence from the global airline industry (1994–98) suggests that these strategic re-sponses depend on alliance cospecializat ..."
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Cited by 39 (0 self)
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I examine how firms use alliances to respond to the alliance networks of their rivals, by either allying with their rivals ’ partners or by building countervailing alliances. Evidence from the global airline industry (1994–98) suggests that these strategic re-sponses depend on alliance cospecialization. Cospecialized alliances by rivals may involve exclusivity, precluding alliances with the rivals ’ partners and thus encourag-ing countervailing alliances. Nonspecialized alliances are less exclusive and are used when rivals share the same partners. Over the last decade, the network metaphor has become influential in research into strategic alli-ances and interorganizational relationships (Gulati, 1998), along with more established perspectives, such as the transaction cost and capability views (Hennart, 1988; Richardson, 1972). Alliance net-works may provide members such benefits as ac-cess to capabilities and information from direct and indirect partners, referrals to other potential part-ners and opportunities, brokerage opportunities with other relations, and an effective network gov-ernance context for individual alliances (Burt,
Competitive tension: The awareness-motivation-capability perspective
- Academy of Management Journal
, 2007
"... This paper investigates competitive tension, or the strain between a focal firm and a given rival that is likely to result in the firm taking action against the rival. Drawing on the awareness-motivation-capability perspective, we show how perceived compet-itive tension, as constructed from managers ..."
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Cited by 31 (2 self)
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This paper investigates competitive tension, or the strain between a focal firm and a given rival that is likely to result in the firm taking action against the rival. Drawing on the awareness-motivation-capability perspective, we show how perceived compet-itive tension, as constructed from managers ’ and industry stakeholders ’ competitor assessments, is influenced by the independent and interactive effects of three factors: relative scale, rival’s attack volume, and rival’s capability to contest. Our results provide a new avenue for studying competitors and the relationship between compet-itor analysis and interfirm rivalry. In science, there is a steady state in which op-posing forces hold each other in check until the build-up of tension turns the static relationship into dynamic interplay—the point when the steel cable snaps, the steam chamber’s pressure valve opens, or one psychological force overwhelms the other. In business practice, a similar phenomenon exists: when tension that one opponent imposes on another triggers rivalrous actions. Competitor analysis is central to strategy and or-
Understanding the cross-level embeddedness of interfirm partnership formation
- The Academy of Management Review
, 2006
"... This paper suggests a cross-level understanding of the embeddedness of interfirm partnering in the context of the formation of new partnerships. It makes a critical distinction among environmental embeddedness, interorganizational embeddedness, and dyadic embeddedness, stressing the importance of un ..."
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Cited by 25 (3 self)
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This paper suggests a cross-level understanding of the embeddedness of interfirm partnering in the context of the formation of new partnerships. It makes a critical distinction among environmental embeddedness, interorganizational embeddedness, and dyadic embeddedness, stressing the importance of understanding the interaction of these different levels of embeddedness. This focus on the complex interaction effects of different levels of embeddedness of interfirm partnering sets this contribu-tion apart from previous work in the field. The emergence of new forms of economic or-ganization and their social embeddedness— that is, the socioeconomic context of these eco-nomic activities—are important topics in the management and organization literature (Baum
Building better causal theories: A fuzzy set approach to typologies in organization research. Working Paper
"... Typologies are an important way of organizing the complex cause-effect relationships that are key building blocks of the strategy and organization literatures. Here, I develop a novel theoretical perspective on causal core and periphery, which is based on how elements of a configuration are connecte ..."
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Cited by 25 (2 self)
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Typologies are an important way of organizing the complex cause-effect relationships that are key building blocks of the strategy and organization literatures. Here, I develop a novel theoretical perspective on causal core and periphery, which is based on how elements of a configuration are connected to outcomes. Using data on high-technology firms, I empirically investigate configurations based on the Miles and Snow typology using fuzzy set qualitative comparative analysis (fsQCA). My findings show how the theoretical perspective developed here allows for a detailed analysis of causal core, periphery, and asymmetry, shifting the focus to midrange theories of causal processes. Types and typologies are ubiquitous, both in every-day social life and in the language of the social sciences. Everybody uses them, but almost no one pays any attention to the nature of their construction.-McKinney (1969: 4) The notion of causality plays a key role in both the strategy and organization literatures. For in-stance, cause-effect relationships are the central way in which strategic decisions and organization-al structures are understood and communicated in organizations (Ford, 1985; Huff, 1990; Huff & Jen-kins, 2001). Building on this insight, the cognitive strategy literature has aimed to map and explain the causal reasoning of managers regarding both organizational performance and competitive envi-ronments (e.g., Barr, Stimpert, & Huff, 1992; Nad-karni & Narayanan, 2007a, 2007b; Reger & Huff, 1993). Similarly, cause-effect relationships are the main building blocks of the organizational design literature and have recently received increasing at-tention (e.g., Burton & Obel, 2004; Grandori & Fur-
