Discovering, Creating and Appropriating Value
Chapter 9: Discussion and Conclusion
INTRODUCTION This manuscript started with the observation that, although interorganizational cooperation has become an important phenomenon in today’s business environment, it is also marked by many problems. I then advanced the view that these issues may be circumvented, mitigated or alleviated by adopting appropriate governance mechanisms. This requires better understandings of the forces shaping collaborative agreements (Olk and Elvira, 2001; Osborn and Hagedoorn, 1997) and of the processes that are used to design and manage interorganizational relationships. Such understandings would not only assist researchers in moving beyond a sheer focus on the coordination and control functions of formal governance and the antecedents– governance–performance framework (see Figure 1.5), but it would also contribute to improved managerial practices and a reduction in cooperative failures (Barringer and Harrison, 2000). In particular, I observed that several authors have pointed at the signiﬁcance of governance mechanisms and processes for interorganizational performance (e.g. Grandori and Soda, 1995; Masten and Saussier, 2002; Reuer, 1999; Sampson, 2004a; Zollo and Singh, 2004). Others have called for new inquiries into the skills, mechanisms and processes associated with the governance of interorganizational relationships (Colombo, 2003; Thatcher, 2004; Wright and Lockett, 2003). Some researchers have noted, for example, that ‘an integrated perspective that simultaneously considers the relationships between task characteristics, the contractual and procedural dimensions of inter-ﬁrm relationships and the outcome of the relation’ deserves more attention (Sobrero and Schrader, 1998: 601; see also Faems et al., 2007). Others have put forward that ‘the next step should be a...
You are not authenticated to view the full text of this chapter or article.