Researchers have traditionally investigated aspects of the interorganizational monitoring process in piecemeal fashion. This conceptual piece argues that juxtaposing the categorization process with interorganizational emulation, imitation, and competition, brings focus to organizations’ attempts to acquire information from other organizations, signal internal and external constituencies, and ultimately change. We argue that the depth or intensity with which the monitoring process is pursued as well as the breadth or degree of overlap in the sets of organizations chosen to monitor, determines the volume and diversity of information acquired, the strength of the signal sent to constituent groups, and the amount and type of change likely to emerge from the process. All of these factors will ultimately affect the firm's future performance.
Labianca, G. and Fairbank, J. (2005), "Interorganizational Monitoring: Process, Choices, and Outcomes", Szulanski, G., Porac, J. and Doz, Y. (Ed.) Strategy Process (Advances in Strategic Management, Vol. 22), Emerald Group Publishing Limited, Bingley, pp. 117-150. https://doi.org/10.1016/S0742-3322(05)22005-3Download as .RIS
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