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| Tekijä: | Hardy, C. Phillips, N. Lawrence, T.B. |
| Otsikko: | Resources, knowledge and influence: The organizational effects of interorganizational collaboration |
| Lehti: | Journal of Management Studies
2003 : MAR, VOL. 40:2, p. 321-347 |
| Asiasana: | Organizations Co-operation Knowledge |
| Kieli: | eng |
| Tiivistelmä: | Inter-organizational collaboration has been linked to a range of important outcomes for collaborating organizations in the strategy and learning literature. 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, little attention has been paid to the relationship btw. them and the nature of the collaborations that producing them. This paper presents the results of a qualitative study examining the relationship btw. the effects of interorganizational collaboration and the nature of the collaborations producing them. Based on a study of the collaborative activities of a small, non-governmental organization (NGO) in Palestine over a 4-year period, it is argued that two dimensions of collaboration embeddedness and involvement determine the potential of a collaboration to produce one or more of these effects. |
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