- 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
Despite the prevalence of inter-organizational relationships (IORs) in organizational life and despite the vast amount of research that has been conducted on the topic, there is considerable confusion over exactly what outcomes are actually achieved. One major reason for this confusion is simply that evaluation is complex. It is difficult to determine with any precision what specific outcomes result from an IOR and what outcomes might have occurred in the absence of an IOR. This article presents a general discussion of the rationale for evaluation, and then discusses and categorizes the various ways in which IORs have been evaluated over the years so that researchers, and also practitioners, will be able to address the important issue of evaluation in a more systematic way. Finally, it concludes with a discussion of the evaluation process, and how it might best be managed in light of current trends towards a collaborative approach to evaluation and the obvious path dependencies of evaluative practices.
Keith G. Provan is McClelland Professor at the Eller College of Management, University of Arizona, USA, and Tilburg University, The Netherlands. He holds joint appointments in the School of Public Administration and Policy and the Management and Organizations Department. He is also on the Faculty at Tilburg University in the Netherlands. Professor Provan's research interests have focused on Inter‐organizational and network relationships, including network structure, evolution, governance, and effectiveness. He has published over 50 journal articles and scholarly book chapters and is one of only 33 members of the Academy of Management's ‘Journals Hall of Fame’. Professor Provan received his Ph.D. from the State University of New York, Buffalo.
Jörg Sydow is Professor of Management at the Free University of Berlin where he is currently the Director of the doctoral programme ‘Research on Organizational Paths’. He was a visiting professor at Bentley College, the Universities in Innsbruck and Vienna, and the University of Arizona, and an international visiting fellow of the Advanced Institute of Management (AIM) Research, London. He is a founding co‐editor of two leading German journals, Managementforschung and Industrielle Beziehungen—The German Journal of Industrial Relations, and a member of the editorial boards of Organization Studies, Organization Science, and The Scandinavian Journal of Management. His research focuses on interfirm networks and clusters, industrial relations, project management, as well as on organization and management theory.
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