Article Abstract:
In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary resources/capabilities, and (4) effective governance. We examine each of these potential sources of rent in detail, identifying key subprocesses, and also discuss the isolating mechanisms that serve to preserve relational rents. Finally, we discuss how the relational view may offer normative prescriptions for firm-level strategies that contradict the prescriptions offered by those with a resource-based view or industry structure view. (Reprinted by permission of the publisher.)
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Article Abstract:
The construct of network inertia, referring to a persistent organizational resistance to changing interorganizational network ties or difficulties that an organization faces when it attempts to dissolve old relationships and form new network ties is introduced. The constraints on network change are emphasized and a multilevel conceptual model relating key resources of network inertia to changes in network ties is proposed.
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Article Abstract:
Interorganizational groups are important ways of linking organizations, yet little is known about the relative costs and benefits of different types of groups. A conceptual framework, based on a macro perspective and addressing some micro issues, is used to predict group operation and outcomes under four conditions. (Reprinted by permission of the publisher.)
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