Peter Smith Ring

Formation processes of R&D consortia: which path to take? Where does it lead?

Research into network formation generally takes one of two approaches. Either it examines the outcomes of variations in the context and motives of the formation without examining the dynamics of the process, or it identifies the sequence of activities during the formation but does not examine variations within the formation. In this paper we complement both approaches by examining variations within the formation process and their consequences. We take an exploratory approach. Our analysis of survey data collected on the formation process of 53 R&D consortia reveals two distinct formation paths. The first involves emergent processes, developing from changes in the environment and a common interest and similar views among potential members. In the second, the process appears to be engineered—a triggering entity actively recruits potential members to join in the consortium. We conclude the paper with propositions on the importance of these formation types for the development of strategic networks. Copyright

The Oxford handbook of inter-organizational relations

SECTION I: INTRODUCTION SECTION II: MANIFESTATIONS OF INTER-ORGANIZATIONAL RELATIONS SECTION III: THEORETICAL AND DISCIPLINARY PERSPECTIVES ON THE STUDY OF INTER-ORGANIZATIONAL RELATIONS SECTION IV: KEY TOPICS IN INTER-ORGANIZATIONAL RESEARCH SECTION V: CONCLUSION

Fragile and Resilient Trust and Their Roles in Economic Exchange

Interfirm collaboration and trust are topics currently exciting research interest. The literature treats trust as a unitary concept, providing little understanding of those processes that create trust, or are employed by parties relying on trust. I suggest that two distinct forms of trust can be observed in economic exchanges: fragile trust and resilient trust. I define these kinds of trust, speculate on processes by which economic actors learn about them, and explore contexts in which they are likely to be relied upon by economic actors. I conclude with a discussion of implications for practice and scholarship.

Perspectives on how goverments matter

This special topic forum explores how governments matter in a number of ways: the extent to which government action can foster industry creation and economic development, the impact of corrupt governments on firm-level decision making by managers of multinational enterprises, the concept of the attractiveness of political markets and the impacts they can have on firm-level strategies, and how deregulation can affect the governance mechanisms of firms. Here we offer readers four views on research issues intended to complement the STF articles and to suggest other avenues for fruitful research.

Managing Formation Processes in R&D Consortia

The increasing importance of collaborative efforts to corporate strategy makes central the decisions about when, with whom, and how to collaborate. This is particularly true for R&D consortia, where there is even greater uncertainty and ambiguity about the need for and outcomes from collaboration than in other strategic alliances. Too often, managers do not know how to structure these R&D consortia effectively. This article examines three different formation paths. While there are commonalities among these formation processes, each occurs under different combinations of initial onditions. The strength of congruent interests and of social and strategic relationships produces distinctive sets of managerial activities and different outcomes. To help managers improve the odds of success in relying on R&D consortia, this article addresses three critical questions in managing the formation process: How do we assess initial conditions? What are the specific managerial priorities we need to set? What other managerial challenges do we foresee?

Relying on trust in cooperative inter-organizational relationships

This chapter responds to an invitation from the Handbook editors, Aks Zaheer and Reinhard Bachmann. More specifically, we were asked to reflect on our companion papers dealing with the structuring and developmental processes of cooperative inter-organizational relationships (Ring and Van de Ven 1992; 1994). We summarize the prominent role that reliance on trust played in our initial framework, review the subsequent literature that has cited our papers, and then propose an agenda for research and policy that is undertaken to advance the scholarship and practice of relying on trust in managing cooperative inter-organizational relationships.

The three T's of alliance creation: task, team and time

Management scholars have paid a significant amount of attention to strategic alliances in recent years. Researchers in marketing and logistics also have invested heavily in studies of collaboration. As a consequence, our understanding of the motivations of managers relying of these relational forms of governance has been substantially increased. So, too, has our understanding of the advantages and disadvantages of different governance structures. Research has provided managers contemplating alliances as a means of achieving strategic goals with an improved sense of the relationships that exist between antecedent conditions, structures, and performance outcomes. What is less well understood are the relationships that may exist between formal and informal processes and evolutionary dynamics that arise during the formation phase of an alliance. This paper attempts a synthesis of what is known. Based on the available research, I offer managers some insights into the interactive nature of these formal and informal processes. In so doing, I also make an effort to suggest areas in which additional research on this underdeveloped aspect of strategic alliances is likely to pay handsome dividends for scholars and managers alike.

A transaction-based approach to policy intervention

A transaction-based approach to policy intervention is presented. The approach overcomes a number of weaknesses in current approaches to policy intervention. The approach involves three main conceptual elements: transactions, transaction governance mechanisms, and governance principles. The transaction is taken to be the basic unit of analysis. Profiles of transactions vary along a number of transaction dimensions. Transaction governance mechanisms - such as, for example, government service, regulation, contracts, vouchers, markets, taxes, and self-service - are each suitable for governing transactions having particular profiles. A mechanism will fail when used to govern transactions not fitting the profile. Governance principles are criteria or expectations - for example, efficiency, justice and liberty - used to judge how well a mechanism fulfills or achieves important societal goals. Specific choices of governance mechanisms (from the set that are technically feasible) therefore should be made according to how well they satisfy these governance principles. Public high school education is used as an example to illustrate the approach. A number of conclusions are offered.

Process issues in international alliance management: A debate on the evolution of collaboration

Abstract This is an unusual paper in that it consists of a series of contributions by a group of scholars with different perspectives on the critical processes of cross-border alliance collaboration and management. We focus on a single longitudinal analysis of a large, and ultimately unsuccessful, joint venture between two experienced global companies: Coca-Cola and Nestle. Starting from this common database, the authors offer diverse and often contradictory interpretations of the same events and of the responses undertaken by both partners. By confronting these various perspectives, we try to build a more robust set of theoretical constructs regarding the role of initial conditions, equity, and efficiency on the collaborative process. Furthermore, we develop the concept of relational quality as a proxy for inter-organizational trust and offer the proposition that it may have a non-linear relation to alliance success. Finally, we condense all the arguments into a set of propositions regarding process issues in alliance management and offer some guidelines for future research in this field.

Toward a Network Society Some Reflections on Dark Sides—Figurative and Literal

Part I of the article offers “traditional” academic comment on what Raab and Kenis (2009) do say in their article about the topics they address. Then, in ways that radically depart from the normal academic discourse in such cases, Part II discusses some things that they do not “say” but which need to start to become an integral part of “regular” academic discourse on these kinds of topics by focusing on the “dark” sides of a society of networks—dark, figuratively, and dark, literally.