- 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
Actors who envision gaining collaborative advantage from aligning with others in an inter-organizational partnership face the often-daunting prospect of trying to integrate their diverse perspectives. The complexity and challenges of initiating and maintaining such partnerships have been chronicled extensively. This article reviews a variety of interventions aimed at improving the quality and the likelihood of alliance success. It defines interventions as deliberate actions taken by an alliance partner or a third party to influence the formation, design, or process of interaction among alliance partners. This article refers to five types of partnerships: strategic alliances, joint ventures, policy planning forums, community forums, and multisector collaborations. Interventions can originate from various sources. Additionally, the interventions have been tested and refined through practical application in numerous contexts and thereby reflect the best of theory-to-practice wisdom. This article reviews the underlying theory behind each intervention and assesses its utility for improving inter-organizational partnerships.
Barbara Gray is Professor of Organizational Behavior and Director, Center for Research in Conflict and Negotiation, at the Pennsylvania State University. She has held visiting positions at the Harvard Program on Negotiation, Katholique Universitet Leuven, the Darden School, a visiting chair at Tilburg University, and is an international AIM fellow at the University of Strathclyde. Her research, published in the Administrative Science Quarterly, the Academy of Management Review, the Academy of Management Journal, Organization Science, Journal of Management Studies, Journal of Management, Human Relations, and Journal of Applied Behavioral Science, focuses on multi‐party collaboration, inter‐group and cultural conflict, and sense‐making. She has also published three books including Collaborating: Finding Common Ground for Multiparty Problems (San Francisco: Jossey‐Bass, 1989).
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