- List of Figures
- List of Tables
- List of Contributors
- Introducing Inter‐organizational Relations
- Manifestations of Inter‐organizational Relations
- Transforming Industrial Districts: How Leading Firms are Escaping the Manufacturing Cage
- Inter‐organizational Relationships, Chains, and Networks: A Supply Perspective
- Alliances and Joint Ventures: The Role Of Partner Selection From An Embeddedness Perspective
- Policy and Implementation Networks: Managing Complex Interactions
- Collaborative Service Provision in the Public Sector
- Voluntary and Community Sector Partnerships: Current Inter‐organizational Relations and Future Challenges
- Inter‐organizational Relationships in Local and Regional Development Partnerships
- Temporary Inter‐organizational Projects: How Temporal and Social Embeddedness Enhance Coordination and Manage Uncertainty
- Technology Service Inter‐organizational Relationships: An Agenda for Information Technology Service Sourcing Research
- Theoretical and Disciplinary Perspectives on the Study of Inter‐organizational Relations
- The Social Network Perspective: Understanding the Structure of Cooperation
- Evolutionary Perspectives on Inter‐organizational Relations
- Transaction Costs Perspectives on Inter‐organizational Relations
- Critical Perspectives on Collaboration
- Managing Collaborative Inter‐organizational Relations
- The Social Psychology of Inter‐organizational Relations
- Political Perspectives on Inter‐organizational Networks
- Perspectives on Inter‐organizational Relations in Economic Geography
- Theories of Contract and their use in Studying Inter‐organizational Relations: Sociological, Psychological, Economic, Management, and Legal
- Key Topics In Inter‐organizational Relations Research
- Trust in Inter‐organizational Relations
- Inter‐organizational Power
- The Role of Social Capital in Inter‐organizational Relationships
- Learning and Innovation in Inter‐organizational Relationships
- Change, Dynamics, and Temporality in Inter‐organizational Relationships
- Intervening to Improve Inter‐organizational Partnerships
- Evaluating Inter‐organizational Relationships
- The Field of Inter‐organizational Relations: A Jungle or an Italian Garden?
- Name Index
- Subject Index
Abstract and Keywords
This article articulates an evolving, new view of inter-organizational relationships (IORs), in industrial districts derived from data on twenty-one leading Italian firms engaged principally in the production of goods where fashion and design occupy a central role: shoes, clothing, leather goods, and furniture. It first gives a brief summary of some of the principal organizational characteristics of industrial districts and their relationship to flexible production. It then considers the emergence of leading firms despite the homogeneity of industrial districts and their use of forward integration as a strategic response to new competitive threats. Furthermore, it also discusses the various theoretical explanations for vertical integration. Finally, it presents some empirical data from case studies prior to the concluding remarks about leading firms and their implications for IORs.
Mark H. Lazerson is Visiting Professor both in the Department of Management Sciences of the University of Bologna and in the Faculty of Management and Economics of the Catholic University of Oporto, Portugal. He has published extensively on organizational theory and Italian small‐ and medium‐sized firm networks. He is currently engaged in research on competitive practices among neighbouring firms in the same industrial sector.
Gianni Lorenzoni is Professor of Strategic Management at Bologna University. He has served on the faculties of Milan Catholic University and LUISS Rome University. He has been visiting scholar at Stanford and NYU—Stern and Visiting Professor at Texas A&M. Researches are focused on cooperative strategy, network form, and technological entrepreneurship.
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