Title
Walking A Tightrope: Creating Value Through Interorganizational Relationships
Abstract
This paper provides an overview of the literature on interorganizational relationships. Although the literature on interorganizational relationships is extensive, a pervasive theme that is either explicit or implicit in the majority of the articles is the simple notion of whether interorganizational relationships make sense and whether the advantages outweigh the disadvantages. This article reviews six widely used theoretical paradigms that explain interorganizational relationship formation, including transaction costs economics, resource dependency, strategic choice, stakeholder theory, organizational learning, and institutional theory. Although each paradigm alone is insufficient to capture the complexities of interorganizational relationship formation, the fact that interorganizational relationships can be justified from such diverse theoretical backgrounds is impressive. The paper also reviews the six forms of interorganizational relationships most commonly pursued in practice and discussed in the literature, including joint ventures, networks, consortia, alliances, trade associations, and interlocking directorates. Through these discussions, we elaborate on the potential advantages and disadvantages of participation in interorganizational relationships. © 2000 Elsevier Science Inc.
Publication Date
1-1-2000
Publication Title
Journal of Management
Volume
26
Issue
3
Number of Pages
367-403
Document Type
Article
Personal Identifier
scopus
DOI Link
https://doi.org/10.1177/014920630002600302
Copyright Status
Unknown
Socpus ID
0001230438 (Scopus)
Source API URL
https://api.elsevier.com/content/abstract/scopus_id/0001230438
STARS Citation
Barringer, Bruce R. and Harrison, Jeffrey S., "Walking A Tightrope: Creating Value Through Interorganizational Relationships" (2000). Scopus Export 2000s. 1309.
https://stars.library.ucf.edu/scopus2000/1309