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Inter-organizational relations are increasingly important in today's organizational landscape. The management of these relations requires unique understandings and capabilities. Hence it comes as no surprise that the...
Inter-organizational relations are increasingly important in today's organizational landscape. The management of these relations requires unique understandings and capabilities. Hence it comes as no surprise that the formation, purpose and management of inter-organizational relations are a vital part of most curricula in the fields of business, economic geography, sociology, and policy studies.
Managing Inter-Organizational Relations offers both a thorough review and innovative systematization of the main theoretical debates surrounding different forms of inter-organizational relations – and of the challenges of their management. With a unique collection of cases from around the world addressing different managerial issues, it provides a pioneering and comprehensive analysis of different types of inter-organizational collaboration, including strategic alliances, joint ventures, regional clusters, global value and supply chains, and project as well as innovation networks. Key features: • Contains up-to-date empirical research. • Utilises an innovative structure of debates and cases. • Packed with a wide-ranging collection of international case studies and examples. • Offers a unique managerial perspective on inter-organizational relations across different types or forms of collaborative governance.
Unique collection of text and cases Class tested and ideal as a student text Includes cases from a wide variety of sectors and countries
PART I: MANAGING INTERORGANIZATIONAL RELATIONS.- 1. Introduction .- PART II: STRATEGIC ALLIANCES AND NETWORKS.- 2. Institutionalizing the Management of Interorganizational: The Case of Star Alliance; Jörg Sydow.- 3. Developing a Network as Response to Technological Uncertainty?The Case of SAP's Entry into Cloud Technology; Timo Braun and Thomas I. Schmidt.- 4. Shaping Collaborative Ties in Competitive Industries: The Case of a Contractor in the US Construction Industry and its Supplier Relationships; Timo Braun and Randy Richards.- 5. Human Resource Management in an Industrial Service Network; Markus Helfen.- 6. Managing Health Networks; Benjamin Behar .- PART III: REGIONAL NETWORKS AND CLUSTERS.- 7. Selecting Partners, Evaluating Practices; Jörg Sydow.- 8. Developing Networks within the Berlin Optics Cluster; Jörg Sydow, Frank Lerch, Markus Burger and Robert Wagner.- 9. Public Sector Reform, Outsourcing and Interorganizational Relationships; Carsten Wirth.- 10. Interorganizational Assemblage in the Face of Uncertainty; Olivier Berthod and Gordon Müller-Seitz.- 11. The Network Manager's' Challenges in a Norwegian Regional Health Network; Anne H. Gausdal, Guido Möllering and Etty R. Nilsen .- PART IV: GLOBAL PRODUCTION AND SUPPLY NETWORKS.- 12. Managing Coopetition through Horizontal Supply Chain Relations: The Case of Toyota; Miriam Wilhelm - 13. The Development of a Global Fashion Firm by Managing an International Production and Sales Network; Elke Schüßler.- 14. Implementing Labor Standards in an International Supply Chain; Markus Helfen and Dimitris Stevis.- PART V: INNOVATION AND PROJECT NETWORKS 15. Forming Horizontal Networks to Shape Collective Strategies: The Case of the SEMATECH Consortium; Uli Meyer and Cornelius Schubert.- 16. Wikimedia: Managing the Transnational Network Organization behind Wikipedia; Leonhard Dobusch.- 17. Knowledge Sharing Routines in an Automotive Supplier Network; Alexander Bode and Rafael Raschk.- 18. New Developments in the Study and Management of Interorganizational Relations.
