- 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 briefly discusses the background and the intellectual context in which evolutionary thinking about organizations and institutions has been growing and developing. It emphasizes the mechanisms through which inter-organizational evolution is assumed to operate and provides examples of how they might be working across levels of organizational analysis. Any characterization of inter-organizational evolution is highly dependent on the principles behind the definition of these aggregate entities. For this reason, this article links this general discussion about the origins of evolutionary thinking in the study of organizations to conceptions of organizational environments. Building on the insight of ecological approaches to the study of organizations, this article presents ways in which inter-organizational relations (IORs) have been examined among members of organizational populations and communities. This article examines studies of IORs that have built more explicitly on network representations, models, and imagery, with reference to organizational fields rather than populations and communities.
Alessandro Lomi is Professor of Economics and Management in the Faculty of Economics of the University of Lugano (Switzerland) and Professor of Organization Theory and Behaviour in the Department of Management Sciences of the University of Bologna (Italy), where he is also a member of the Institute of Advanced Study. From 2007 he is Senior Research Fellow in the School of Behavioural Science at the University of Melbourne (Australia). His research interests include the analysis of social networks within and between organizations, computational models of organizational and economic processes, and demographic models of industry evolution.
Giacomo Negro is Senior Lecturer in Strategy at the Durham Business School of Durham University (UK). Previously, he was Assistant Professor of Strategy at Boc‐ coni University (Italy), where he also obtained his Ph.D. in management. His main research interests focus on the relationships between organizational boundaries, social codes, and organizational identity. A second line of research addresses formal and informal mechanisms influencing team composition.
Fabio Fonti is Assistant Professor in the Organization Studies Department at Boston College. He received his Ph.D. in business administration from the University of Illinois at Urbana‐Champaign. His research focuses on how embeddedness in social networks affects organizational outcomes (with a particular eye to the spatial dimension and to the co‐evolution of micro‐choices and macro‐structure), the mechanisms behind creation and transfer of knowledge and skills in organizations, the elements contributing to the success and failure of communities of practice across various contexts and industries, and the determinants of network evolution.
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