- 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 defines collaborations between firms that involve the creation of a separate, autonomous, and legally recognized firm — a ‘newco’ — as a joint venture. Joint ventures usually, but not always, involve parties who have contributed equity in creating the ‘newco’, so the term joint venture in this article refers to equity joint ventures. Joint ventures typically involve collaborations between two parties, but there can be more. This article defines an alliance as a cooperative agreement between at least two firms. These firms combine their resources and capabilities in the pursuit of collective and individual strategic objectives. This article begins with a discussion of the frequency with which firms rely on joint ventures and alliances and the motivations that lead economic actors to develop joint ventures and/or alliances. It provides a detailed discussion of the theory underlying partner selection in joint ventures and alliances.
Tina Dacin is the E. Marie Shantz Professor of Strategy and Organizational Behaviour in the Queen's School of Business, Queen's University, Canada. She received her doctorate from the University of Toronto and, prior to joining Queen's University, Professor Dacin spent nine years at Texas A & M University. Professor Dacin has most recently been a visiting professor at the Kellogg School of Management, Northwestern University and the Indian School of Business in Hyderabad, India. Professor Dacin's research interests include the dynamics of institutional change, organizational traditions, partner selection in alliances, and more recently has focused on the cultural, institutional, and relational resources leveraged by social entrepreneurs.
Douglas Reid is Assistant Professor teaching and conducting research in business strategy at Queen's School of Business, Queen's University, Ontario, Canada. He is also cross‐appointed as a faculty member at Cornell University's Johnson School of Business. His research into inter‐company alliance dynamics and large alliance evolution draws on an extensive single‐industry database that he has compiled. He also has a research interest in cross‐sectoral partnering. A particular focus is on how companies stabilize their alliances by providing network resources to partners. Professor Reid also writes on strategy issues for the Globe and Mail and the National Post, and has been extensively quoted in the international media on business alliances and other strategic management subjects.
Peter Smith Ring has been a faculty member at Loyola Marymount University since 1990, and Professor of Strategic Management since 1994. Previously, he was an Associate Professor on the faculty at the Carlson School of Management, University of Minnesota. Professor Ring has been engaged in the study of cooperative inter-organizational relationships since 1984. His research focuses on networks and strategic alliances, the processes for managing strategic alliances, the role of trust in inter-organizational relationships, and public sector-private sector collaboration. The results of this research have been published in a number of leading journals as well as in a number of chapters in research monographs. Professor Ring has been a Fulbright Scholar at Nanyang Business School, Republic of Singapore and a visiting research scholar and/or visiting professor at a wide range of leading international universities.
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