- 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
A central challenge in the study of inter-organizational relationships (IORs) is to explain why and how organizations connect effectively, work cooperatively, and coordinate their activities to achieve superior performance. The strategic logic and motives underpinning the increased move to IORs in western economies include access to key resources, particularly information, markets, and technologies, advantages from knowledge and learning, scale and scope economies, as well as risk sharing. Such benefits can be viewed as both inducements and opportunities for firms. This article sets out and explores the proposition that research on social capital provides a valuable answer to the question of why some people and some organizations do better in the sphere of IORs. Specifically, scholars of social capital argue that those who do better do so because, through their connections and relationships, they are better able to access and benefit from a range of opportunities and resources that impact performance.
Janine Nahapiet is Emeritus Fellow, Green Templeton College, and Associate Fellow of the Saϯd Business School at the University of Oxford, and specializes in the links between strategy and organization. Her co-authored paper ‘Social Capital, Intellectual Capital and the Organizational Advantage’ won the Academy of Management Review best paper award in 1998, and has been identified recently as the second most cited article in the last decade in the fields of economics and management and the fifth most influential strategic management article published in the last 26 years. Her research focuses on links between social capital, innovation and knowledge, the theory and practice of cooperation, and innovative forms of organizing. In 2006 she moved to a portfolio career in order to focus both her research and work with executives on the challenge of building organizational capabilities for the twenty-first century.
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