- 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 discusses inter-organizational relationships (IORs) in the wider context of chains and networks of organizations. It distinguishes between IORs, chains, and networks and subsets of those, perceived through different disciplinary lenses. Different lenses lead researchers to operate at different units of analysis within relationships, chains, and networks. For example, a sociological focus gives rise to researchers observing social connections. An economic focus leads to observations of economic exchanges between organizations conceptualized as economic entities. A strategic management focus leads the researcher to observe strategic configurations and positions. These different units of analysis represent different types of relationship, chain, and network and require different methodologies, methods, and techniques to research them. In particular, this article uses an operations and supply lens to observe supply relationships, chains, and networks.
Thomas E. Johnsen is Lecturer in Purchasing and Supply Management at the University of Bath School of Management. Having conducted research into buyer– supplier relationships and networks for more than a decade, his current research focuses on the management of technological innovation in supply networks. Thomas is Visiting Professor at Jönköping International Business School in Sweden, and a member of the executive committee of the International Purchasing and Supply Education and Research Association (IPSERA). His recent publications have appeared in the Journal of Business Research, Journal of Purchasing & Supply Management, Industrial Marketing Management, British Journal of Management, Journal of Supply Chain Management, and International Journal of Operations and Production Management.
Richard C. Lamming is Professor at and Director of the University of Southampton School of Management. Following an industrial career, participating in supply chain relationships, Richard worked at MIT in the 1980s on research which identified lean production principles. He was subsequently CIPS Professor of Purchasing and Supply at the University of Bath, where he founded the Centre for Research in Strategic Purchasing and Supply (CRiSPS). He has developed the concepts of lean supply—Inter‐organizational relations without wasteful nonsense—an application of disruptive innovation. In addition to his executive role he conducts research and teaches in the area of Inter‐organizational relations.
Christine M. Harland's specialist field of research is strategic supply management with specific interests including the development of the concept of supply strategy, a holistic approach to supply networks, complex confederal public sector supply networks, focus and roles in supply chains, and supply chain performance. She is Co‐director of the research partnership with the NHS Purchasing and Supply Agency and Co‐founder of the International Research Study on Public Procurement. Christine has co‐authored two leading texts: Operations Management (with N. Slack, S. Chambers, A. Harrison, and R. Johnston) and Cases in Operations Management, (with R. Johnston, S. Chambers, A. Harrison, and N. Slack). She was Editor of the Journal of Purchasing and Supply Management from 2001–4. Christine is the current President of the Healthcare Supplies Association.
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