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Resources, Knowledge and Influence: The Organizational Effects of Interorganizational Collaboration

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  • Cynthia Hardy
  • Nelson Phillips
  • Thomas B. Lawrence
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    Abstract

    Inter-organizational collaboration has been linked to a range of important outcomes for collaborating organizations. The strategy literature emphasizes the way in which collaboration between organizations results in the sharing of critical resources and facilitates knowledge transfer. The learning literature argues that collaboration not only transfers existing knowledge among organizations, but also facilitates the creation of new knowledge and produce synergistic solutions. Finally, research on networks and interorganizational politics suggests that collaboration can help organizations achieve a more central and influential position in relation to other organizations. While these effects have been identified and discussed at some length, little attention has been paid to the relationship between them and the nature of the collaborations that produce them. In this paper, we present the results of a qualitative study that examines the relationship between the effects of interorganizational collaboration and the nature of the collaborations that produce them. Based on our study of the collaborative activities of a small, nongovernmental organization (NGO) in Palestine over a four-year period, we argue that two dimensions of collaboration - embeddedness and involvement - determine the potential of a collaboration to produce one or more of these effects. Copyright 2003 Blackwell Science Asia Pty. Ltd..

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    Bibliographic Info

    Article provided by Wiley Blackwell in its journal Journal of Management Studies.

    Volume (Year): 40 (2003)
    Issue (Month): 2 (03)
    Pages: 321-347

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    Handle: RePEc:bla:jomstd:v:40:y:2003:i:2:p:321-347

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    Web page: http://www.blackwellpublishing.com/journal.asp?ref=0022-2380

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    Cited by:
    1. Wim Vanhaverbeke & Victor Gilsing & Bonnie Beerkens & Geert Duysters, 2009. "The Role of Alliance Network Redundancy in the Creation of Core and Non-core Technologies," Journal of Management Studies, Wiley Blackwell, vol. 46(2), pages 215-244, 03.
    2. Swan, Jacky & Goussevskaia, Anna & Newell, Sue & Robertson, Maxine & Bresnen, Mike & Obembe, Ademola, 2007. "Modes of organizing biomedical innovation in the UK and US and the role of integrative and relational capabilities," Research Policy, Elsevier, vol. 36(4), pages 529-547, May.
    3. Chang, Yuan-Chieh & Yang, Phil Y. & Chen, Ming-Huei, 2009. "The determinants of academic research commercial performance: Towards an organizational ambidexterity perspective," Research Policy, Elsevier, vol. 38(6), pages 936-946, July.
    4. Jonatan Pinkse & Ans Kolk, 2012. "Addressing the climate change sustainable development nexus: the role of multi-stakeholder partnerships," Grenoble Ecole de Management (Post-Print) hal-00707337, HAL.
    5. Ferguson, J.E. & Huysman, M.H., 2009. "Between ambition and approach: towards sustainable knowledge management in development organizations," Serie Research Memoranda 0003, VU University Amsterdam, Faculty of Economics, Business Administration and Econometrics.
    6. Ferguson, Julie & Huysman, Marleen & Soekijad, Maura, 2010. "Knowledge Management in Practice: Pitfalls and Potentials for Development," World Development, Elsevier, vol. 38(12), pages 1797-1810, December.

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