
Collaborative Communities of Firms
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Content
- Intro
- Collaborative Communities of Firms
- Contents
- Contributors
- Chapter 1: Introduction
- 1.1 Evolution of Collaboration Within and Between Organizations
- 1.2 Purposes and Benefits of Collaboration
- 1.3 Emerging Organization Designs for Innovation via Collaboration
- 1.4 Conclusion
- References
- Part I: Collaborative Capabilities and Processes
- Chapter 2: Open Innovation Networks: The Evolution of Bureaucratic Control
- 2.1 Introduction
- 2.2 Open Innovation Networks as a Community-Based Organizational Form
- 2.2.1 Trust and Culture in the Community-Based Organizational Form
- 2.2.2 Bureaucratic Control in the Community-Based Organizational Form
- 2.2.3 Government Involvement in Open-Innovation Networks
- 2.3 Methods
- 2.3.1 Setting
- 2.3.2 Data Collection
- 2.3.3 Data Analysis
- 2.4 Findings
- 2.4.1 Phase 1: Mobilizing the Networks with Emphasis on Private Interests
- 2.4.2 Phase 2: Tightening Bureaucratic Control with Emphasis on Public Interests
- 2.4.3 Phase 3: Adaptation to Balance Private and Public Interests
- 2.5 Discussion and Implications
- 2.5.1 Implications for Community-Based OD Literature
- 2.5.2 Implications for the Control Literature
- 2.5.3 Implication for Practice
- 2.5.4 Limitations and Conclusion
- References
- Chapter 3: Network or Matrix? How Information-Processing Theory Can Help MNCs Answer This Question
- 3.1 The Need for MNCs to Use Multidimensional Strategies
- 3.2 Defining Characteristics of the Network Organization and the Matrix Structure
- 3.2.1 Network Organizations
- 3.2.2 Matrix Structures
- 3.3 Information Processing in a Network Organization and in a Matrix Structure
- 3.4 Some Contingency Variables Relevant to the Choice Between Network Organization and Matrix Structure
- 3.4.1 Contingency Variable 1: Relative Importance of an MNC's Need for Local Adaptation and Global Integration
- 3.4.2 Contingency Variable 2: Need for Cross-Border Learning
- 3.4.3 Contingency Variable 3: Relative Importance of Exploration and Exploitation for an MNC
- 3.4.4 Contingency Variable 4: Average Level of Cultural and Geographic Distance Existing Between the Home and Host Countries of an MNC
- 3.5 Summary and Conclusions
- References
- Chapter 4: Participation in Innovation Communities: Strategies and Contingencies
- 4.1 Introduction
- 4.2 Innovation Communities and Organizational Transparency
- 4.3 Designing Organizational Interfaces for Transparency
- 4.3.1 Organizational Interface Design
- 4.3.2 Task Structure Design
- 4.3.3 Control of Employee Participation
- 4.4 Contingency Factors Affecting the Firm's Transparency Strategy
- 4.5 Implications for Organization Design Theory and Practice
- 4.6 Conclusions
- References
- Chapter 5: Interfirm Communities: Neither Weak nor Strong Ties
- 5.1 Introduction
- 5.2 Knowledge Exchange in Social Networks
- 5.2.1 Knowledge Exchange in Social Networks: Contingent Factors
- 5.2.2 Critique of the Traditional Framework
- 5.3 Research Design
- 5.3.1 Case-Study Research Design
- 5.3.2 Empirical Background
- 5.4 Unisense: Neither Embedded nor Arm's Length Ties
- 5.4.1 The Search Process
- 5.4.2 The Relations
- 5.5 Discussion
- 5.6 Implications for Theory on Organizational Design
- 5.7 Implications for Practice
- References
- Chapter 6: Collaborative Communities of Firms: Role of the Shared Services Provider
- 6.1 Introduction
- 6.2 From Self-contained Organizations to Collaborative Communities of Firms
- 6.2.1 Emergence of the Multi-firm Network Design
- 6.2.2 Enhancing Network Organizations with Community Values and Properties
- 6.3 Role of the Shared Services Provider in Three Collaborative Communities of Firms
- 6.3.1 Blade.org
- 6.3.1.1 Purpose/Shared Interest
- 6.3.1.2 Role of the Shared Services Provider
- 6.3.2 Kalundborg Industrial Symbiosis
- 6.3.2.1 Purpose/Shared Interest
- 6.3.2.2 Role of the Shared Services Provider
- 6.3.3 MG50
- 6.3.3.1 Purpose/Shared Interest
- 6.3.3.2 Role of the Shared Services Provider
- 6.4 Discussion and Implications
- 6.5 Conclusion
- References
- Chapter 7: Organizing for Flexibility: Addressing Dynamic Capabilities and Organization Design
- 7.1 Introduction
- 7.2 Theory Development
- 7.2.1 The Managerial Task: Developing Dynamic Capabilities
- 7.2.2 The Organization Design Task: Creating Adequate Organizational Conditions
- 7.2.2.1 The Design of Technology and Operational Flexibility
- 7.2.2.2 The Organizational Structure and Structural Flexibility
- 7.2.2.3 The Organizational Culture and Strategic Flexibility
- 7.2.2.4 Information Processing Routines
- 7.2.3 Hierarchy of Relationships
- 7.3 Methods and Results
- 7.3.1 Sample
- 7.3.2 Construct Measurement
- 7.3.3 Two-Stage Structural Equation Modeling
- 7.3.3.1 Analysis of Direct Relationships
- 7.3.3.2 Comparison of Models
- 7.4 Discussion
- 7.4.1 Implications for Organization Design Theory
- 7.4.2 Implications for Organization Design Practice
- 7.4.3 Limitations
- References
- Part II: Technical Issues
- Chapter 8: Statistico-Organizational Theory: A New Theoretical Approach to Organizational Design
- 8.1 Introduction
- 8.2 Statistico-Organizational Theory
- 8.2.1 The Law of Small Numbers
- 8.2.2 Measurement Error
- 8.2.2.1 Profit Tends to Have More Measurement Error than Sales or Costs
- 8.3 Designing the Organizational Structure for Inference
- 8.4 Implications for the Theory and Practice of Organizational Design
- 8.5 Conclusion
- References
- Index
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