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date: 21 October 2019

(p. xi) List of Figures

(p. xi) List of Figures

  1. 1.1 Commonly used IOR language 5

  2. 3.1 Anillustration of the interaction model 67

  3. 3.2 Supplier development: cascade and intervention 75

  4. 4.1 Illustrations of alliance forms 95

  5. 6.1 The rationale for collaboration 149

  6. 6.2 Implementation structures: organizations versus programmes 150

  7. 6.3 Continuum of collaborative service arrangements 154

  8. 8.1 Traditional collaboration versus partnership 205

  9. 8.2 Partnership ideal types 213

  10. 8.3 Partnership and other ideal types 214

  11. 10.1 The ITSS processes 262

  12. 13.1 Organizing tools and institutions 347

  13. 17.1 Dynamic patterns of power generation and distribution among organizations 443

  14. 18.1 The global production networks framework 487

  15. 21.1 Dominant presumptions in extant literature 560

  16. 21.2 Presumptions of power use in IOR literature 561

  17. 21.3 Sources of Inter‐organizational power 563

  18. 21.4 The dynamics of Inter‐organizational power 571

  19. 21.5 Operationalization of Inter‐organizational power 572

  20. 23.1 Optimal cognitive distance 616

  21. 23.2 Exploration performance as a function of cognitive distance and technological capital 624

  22. 23.3 Exploration performance as a function of betweenness centrality and cognitive distance, at mean network density 626

  23. (p. xii)
  24. 23.4 Exploration performance as a function of network density and cognitive distance, at mean betweenness centrality 627

  25. 25.1 Factors motivating/preventing collaboration 667

  26. 26.1 Focus and theoretical roots of important IOR effectiveness constructs 705