- 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 the jungle of theories and approaches that abound today in works applied to the management of relations between organizations. It discusses the actions of ‘individuals’ who may be thought of as managers of an inter-organizational entity (IOE). It also explores research that describes organizational capabilities — in the sense of building them — as a product of, and an enactment through, managerial action. It address the various ways in which this kind of research has been conducted, including a discussion of the various methodologies and underlying theories that provide foundations for discussions of the management challenges inherent in dealing with collaboration and areas of substantive focus. Finally, this article closes with a discussion of significant gaps in the literature that require future research.
Paul Hibbert is Lecturer in Management at the University of Strathclyde. He is also convenor of the British Academy of Management's Special Interest Group on Inter‐organizational Relations. He is interested in how critical management studies can inform both theory and practice through reflective and reflexive perspectives, and in supporting such perspectives through revealing how management practice is constructed. Paul has received a Best Paper award from the Identity Division of the British Academy of Management and (with co‐author, Chris Huxham) the Academy of Management's Rupert F. Chisholm award for the best theory‐to‐practice article.
Chris Huxham is a Senior Fellow of the ESRC /EPSRC Advanced Institute of Management Research, Professor of Management at the University of Strathclyde Business School and Chair of the British Academy of Management. She has been researching in this area for more than 17 years and has a large number of publications in the area. She has three times received awards from the Academy of Management for articles based on this work. This work is brought together in her book, Managing to Collaborate: the Theory and Practice of Collaborative Advantage (Routledge, 2005). She is editor of Creating Collaborative Advantage (Sage, 1996), which brought together contributions from authors in the United States and Europe. She was Founding Convenor of the British Academy of Management's Special Interest Group on Inter-Organizational Relations and co-founder of the annual International Conference on Multi-organizational Partnerships, Alliances and Networks (MOPAN), now in its fourteenth year.
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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