Index

Managing Inter-organizational Collaborations: Process Views

ISBN: 978-1-78756-592-0, eISBN: 978-1-78756-591-3

ISSN: 0733-558X

Publication date: 4 October 2019

This content is currently only available as a PDF

Citation

(2019), "Index", Sydow, J. and Berends, H. (Ed.) Managing Inter-organizational Collaborations: Process Views (Research in the Sociology of Organizations, Vol. 64), Emerald Publishing Limited, Leeds, pp. 317-324. https://doi.org/10.1108/S0733-558X20190000064019

Publisher

:

Emerald Publishing Limited

Copyright © 2019 Emerald Publishing Limited


INDEX

Note: Page numbers followed by “n” with numbers indicate notes.

Abrupt termination
, 206

Absorption
, 150, 152–153

Abstract model of project network organization
, 42

Adaptive capacity
, 40, 58, 60–61, 63

Additive process
, 190

Administrative bonds
, 20

Agency
, 46

Airbnb
, 31, 272, 274, 281

Allocation
, 253–254

Alpha relationship network
, 78

changing requirements as GenMan developing generator for alpha
, 79–81

Alpha–GenMan interpersonal network
, 81

Ambidexterity
, 192

Apprehension
, 23, 32n4

Apprehension–based commitments
, 20, 23–25

Architectural firm
, 130, 134

Arm’s length governance approach

initiation
, 146–147

shifting from Arm’s length to embedded governance approach
, 147–149

Ashitakaigi
, 171

Assets
, 102

Attract
, 252

allocation
, 253–254

incentive type
, 252–253

IP ownership
, 254–255

Autonomous interdependence
, 192

Autonomy
, 191–193, 195

autonomy-respecting assistance
, 202

collaborative process of supporting
, 201–205

helping doer pursuing own ends
, 204–205

helping doer take responsibility for solution
, 205

helping doer to implement, test, and refine doer’s solution
, 205

seeing problem through doer’s eyes
, 204

starting from doer’s problem and incrementally building
, 202–203

Backstage interpersonal dynamics
, 120

Bandcamp
, 302

“Basis of action”
, 168

Beach Productions (BP)
, 49–51

Behavioral uncertainty
, 146

Big data technologies
, 92, 98–99, 107

technological embeddedness and
, 93–95

Bilateral design
, 141

Black Rose
, 51, 54

Bonds (see also Relational bonds)
, 20

Bravo relationship network
, 78

certification and pricing as GenMan upgrading generator
, 81–84

“Brexit”
, 187

Bricolage
, 123–124

Broadcast(ing)
, 248

channel
, 248–249

crowd size
, 249–250

via private or public call
, 250–251

Bundle of resources
, 216

Bundles of bundles of practices
, 231–232

Bundles of practices
, 216–217, 229–231

Bundling moves
, 125

Burning platform
, 190

Capability paradox
, 73

Capacity
, 44

Century Club
, 309

Channel
, 248–249

Character traits
, 29

Chesbrough’s concept of “open innovation”
, 221

Chief Technology Officer (CTO)
, 151

Chinese walls
, 196

Clean break
, 198, 205–207

Club activities
, 170

Co-opetition
, 72–73, 192

Code of conduct
, 170

Cognitive distancing process
, 190

Collaboration
, 272

bringing human factors knowledge to drilling engineering community
, 131–132

empirical illustrations
, 126

external collaboration to mainstream sustainability issues
, 132

individual actors
, 132–133

initiating network for regional healthcare
, 129–130

ICO
, 120–121

new governance models for architectural services
, 130–131

path creation for ICO through issue selling
, 122–126

perspective of actors
, 134–135

product development with external expertise
, 126–128

selling radically new approaches for new product development
, 128–129

Collaborative innovation online
, 294

case setting
, 299

communities
, 296–298

data analysis
, 300, 302

data collection
, 300–301

FAWM
, 295–296

interdependencies between content-, skill-and community-in-the-making
, 302–310

online ethnography
, 299–300

Collaborative separation
, 6

Collaborative uncoupling

accessing resources
, 194

associating dependence with shame and independence with pride
, 199–200

benefits of collaborative separation
, 193–196

benefitting ethically
, 195–196

collaborative process of supporting autonomy
, 201–205

comparing organizational restructuring challenges
, 189

increasing performance
, 194

organizational separation
, 189–193

reasons for lack of collaboration between separating entities
, 196–201

relations between organizational autonomy, performance, and interdependence
, 191–193

Collective creativity
, 298

Commitments
, 14, 20

apprehension–based
, 20, 23–25

associated with relational bonds
, 29

forbearance-based
, 3, 20, 22–23

problem
, 19

trust-based
, 3, 15, 19–22

Community-in-the-making
, 296, 303

interferences between
, 305–309

mutual support
, 303–305

Competence
, 193

Complex adaptive systems
, 43

Conceptual vocabulary
, 282

Connecting practices
, 106

Conscious uncoupling
, 199

Contemporary manufacturing
, 71–74

Content-in-the-making
, 296, 302

interferences between
, 305–309

mutual support
, 303–305

Content-producing communities
, 297

Contexts
, 25–27

Contextual embedding
, 48

Contextualization
, 47

Contractual bonds
, 18–25

Cooperative interorganizational relationships (CIORs)
, 14–15

contexts
, 25–27

contractual and relational bonds
, 18–25

discussion and implications
, 30–32

process model
, 16–18

process theory
, 15–16

relational bonds
, 15–16

repairing breaches of relational bonds
, 27–30

societal contexts
, 15–16

Coordination technology
, 283

Corporate identity
, 176

Corporate venturing capital literature
, 140

Creative content production
, 295

Creative problem-solving study
, 298

Crowd contributors
, 277–278

vs. organizations
, 254–255

Crowd filtering
, 257

trade-offs
, 257–258

Crowd size
, 249

trade-offs
, 249–250

Crowd-based organizations
, 274, 276–279

facilitators in
, 284

processes of organization design associated with
, 280–282

Crowd-focused IOCs
, 273

Crowd-open organizations
, 274

facilitators in
, 284

processes of organization design associated with
, 280

Crowdsourcing
, 240

applying framework for making decisions to
, 242–243

attract
, 252–255

broadcast
, 248–251

decomposition
, 246–248

defining tasks for
, 241

problem-or solution-related knowledge
, 244–245

select
, 255–259

specificity of task definition
, 245–246

stages and interdependencies
, 241

stages and key decisions
, 266–270

CSR
, 125–126

Cultural norms
, 199

Culturally contingent model of cooperation
, 25

CyberAgent
, 6, 164–165

business and personal development program
, 174

core values
, 172

distinctive features
, 167

emergence of disciplining entrepreneurialism in
, 168–177

enhancing loyalty through frequent communication
, 170–171

importance of growth
, 175–176

increasing reliance on project-based organizing
, 173

key characteristics
, 169–170

maintaining sense of shared commitment
, 177

mission statement
, 171

organizational reform
, 168

rapid promotion and new appointment opportunities
, 171–173

strong commitment to HQ
, 176–177

subsidiary creation and abolition
, 173–175

subsidiary establishment and closure
, 172

Cynicism
, 23

DARPA Grand Challenge
, 246–248

De-individuation process
, 190

Decomposition
, 246

trade-offs
, 247–248

Dependence

associating dependence with shame
, 199–200

strategic ploy to demonstrating continued dependence
, 200–201

Design (see also Organizational design)
, 274

bilateral
, 141

digital artifacts
, 107

incomplete by
, 296

of institutions
, 31

multi-stage
, 141

Designerly approach
, 283

Diachronic approach
, 75–76, 78

Digital artifacts design
, 107

Digital health
, 215

Digital infrastructures
, 95, 99

Disciplined entrepreneur
, 181n1

Disciplining entrepreneurialism
, 6, 164–165, 181n1

data analysis
, 167–168

data collection
, 167

emergence in CyberAgent
, 168–177

with other alternatives
, 179

research perspective
, 165–166

Disrespected feeling
, 197–198

Disruptive innovation
, 140

connecting micro-level governance shifts and macro-level governance transitions
, 154–156

contribution
, 154

contribution to literature on
, 157

data analysis
, 143–145

data collection
, 142–143

drivers of micro-level governance shifts
, 156–157

equity alliance stage
, 146–150

findings
, 145

initiation of equity alliance
, 145–146

integration dilemma of phased acquisition for
, 157–158

interorganizational collaboration
, 140–141

limitations and future research
, 159

methodology
, 142

micro-level governance spillovers
, 157

middle management as stabilizing factors in
, 158–159

post-transition acquisition governance
, 150–154

research design and setting
, 142

Distrust
, 23, 32n7

Divestitures
, 186, 188, 194

Dual quality of network ties
, 51–55

Dualist view
, 206

Dynamic

collaboration beyond organizations
, 6–7

of interorganizational relations
, 70–71

Economies of recombination
, 55

Economies of repetition
, 55

Elicited data
, 300

Embedded governance approach

shifting from Arm’s length to
, 147–149

and transition decision
, 149–150

Embedding interorganizational processes
, 103

Emergence
, 274

Emotions
, 197–198

Entrepreneurship
, 164, 166, 168, 178

Equifinality
, 284, 286, 288

Equity alliance
, 140

initiation
, 145–146

post-transition acquisition governance
, 150–154

pre-transition stage
, 146–150

ERP systems
, 107

Ex post contract
, 27

Expectations
, 19–20

of parties
, 20

Experimentation by contributors
, 283–284

External collaboration to mainstream sustainability issues
, 132

Facebook
, 299, 302, 308, 313

Fawmling Comments
, 307

February Album Writing Month (FAWM)
, 295–296, 299–300, 302

activities
, 307

complementary reinforcements among processes at
, 310

development of membership
, 306

interferences among processes at
, 311

Field-centric approach
, 215, 224

using hacking health
, 225–227

Film production firms
, 43

Firm-centric approach
, 215, 221

using hacking health
, 222–224

Firm-level strategic success
, 123

Flat or steep award structures
, 253–254

Follow-up research
, 282–283

Forbearance-based commitments
, 3, 20, 22–23

Forgiveness
, 29

Formalization
, 274–275

Fragile trust
, 20–21

GCOMP
, 5, 141–143, 145–154, 156, 158, 160n7, 160n11

GenMan
, 74–75, 77

alpha relationship network
, 78

Bravo relationship network
, 78

certification and pricing while upgrading generator for Bravo
, 81–84

changing requirements as developing generator for alpha
, 79–81

Glass-Steagall act
, 196

Good Judgment Project
, 252

Goodwill
, 198

trust
, 20

Google
, 247

Google Lunar X-prize
, 253

Guided emergence
, 275

Guided emergence, low level of
, 276

Habitual distancing process
, 190

Hacking Health (HH)
, 214

Handsoff approach
, 176

Help-giving
, 298

Help-seeking
, 298

Hierarchy
, 164, 166, 168

High degree of autonomy
, 175

High-level of guided emergence
, 276

Hood Productions (HP)
, 49–51

Human factors knowledge to drilling engineering community
, 131–132

Human resource management (HRM)
, 168

director and division
, 174, 177

Hybridity
, 272

Hyperloop Transportation Technologies, Inc. (HTT)
, 272–273, 281

“Identity-challenging” innovations
, 180

Imposter syndrome
, 305

Incentive type
, 252–253

Indirect approach
, 202

Individual actors
, 132–133

Individuation
, 191

Inductive analysis
, 155–157

Infantilization thesis
, 199

Informal communication networks
, 170

Information and communication technology
, 92

Information technology
, 92

Initial coding
, 167

InnoCentive problem-solving platform
, 245

Inside-out approach
, 221

Institutional contexts
, 25

Institutional-based trust
, 25

Intellectual property (IP)
, 221, 254, 279

ownership
, 254

trade-off
, 255

Inter-context connectivity
, 41, 55–58, 60

Interdependence
, 194

interpreting continued interdependence as antithetical to change
, 200

perceived lack of
, 197

with pride
, 199–200

Intermediaries
, 249

Internet of Things
, 107

Interorganizational collaboration (IOC)
, 1, 70, 92, 164–165, 224–227, 240, 272

Big Data and technological embeddedness
, 94–95

conventional conceptualization
, 164

dynamic collaboration beyond organizations
, 6–7

evolution
, 2–3

facilitators for
, 282–284

future research
, 109–110

MachineCo case
, 95–96

organizational dynamics forming and dissolving
, 4–6

path creation for
, 122–126

relational dynamics
, 3–4

research on
, 1–2

technological embeddedness
, 92–94, 96–108

trust in
, 181n5

Interorganizational innovation networks
, 294

Interorganizational relationships
, 70–71

contemporary manufacturing
, 71–74

in mass spectrometer manufacturing
, 76–84

research process
, 74–76

Interorganizational trust
, 96

perceived trust
, 96–97

technological embeddedness and trust
, 98–101

Interpersonal interactions
, 20–21

Interpretation of process
, 167

Interview data
, 167

Involvement moves
, 125

Irrational behavior
, 29

Issue selling concept
, 120, 125, 128

bricolage, wayfinding, and path creation
, 123–124

need for relational approach
, 124

path creation for interorganizational collaboration through
, 122

Joint ventures
, 294

Knowledge
, 240

based bonds
, 20

creation in online communities
, 275

sharing process
, 297–298

Layer
, 217

Legal bonds
, 20

Legal boundaries
, 192

LEGO Ideas
, 252, 257

Levels of analysis
, 216

Liminality
, 276–279

Linux
, 297

MachineCo
, 93, 95–96, 98–100, 103, 107–108

Macro-level governance transitions
, 154–156

Market
, 166, 168

Mass spectrometer
, 74

certification and pricing while GenMan upgrading generator for Bravo
, 81–84

changing requirements while GenMan developing generator for alpha
, 79–81

interorganizational relations in manufacturing
, 76

Mergers and acquisitions (M&As)
, 186

Metric scale or judgment call
, 256

trade-offs
, 256–257

Micro-level governance
, 152–153

shifts
, 154–157

spillovers
, 157

Mismatch approach
, 177

“Mission model” camp
, 223

Moderated market mechanism
, 174

Modularity
, 103

Moral behavior
, 29

Moral sentiments, theory of
, 19

Multi-actor
, 141

Multi-stage design
, 141

Multidimensional meta-problems
, 122

Multiloop flows
, 280

Music industry
, 295, 297

Mutual adaptation
, 101, 109

technological embeddedness and
, 102–105

MyTaxi
, 277–278

Negative expectations
, 23

Negotiations
, 26–27

Nenko system
, 171

Netflix
, 247, 253

Networks
, 41, 45, 168

dynamics
, 45, 57

organizations
, 40

stability and change
, 40–41, 43

Non-pecuniary incentive type
, 252–253

Online communities
, 294–296

collaborative innovation in
, 296–298

Online ethnography
, 299–300

Open-source community
, 219

Open-source innovation
, 217–221

Open(ing) innovation
, 215

approaches
, 217–227

bundles of bundles of practices
, 231–232

bundles of practices
, 230–231

field-centric approach
, 224–227

firm-centric approach
, 221–224

integrating literatures for
, 218

integrative framework
, 227–232

layering of practices
, 228–232

practice-based approach to
, 215–217

user-centric approach
, 217–221

Optical glass technology (OG technology)
, 142

OPTICS
, 5, 141–143, 145–154, 156, 158–159, 160n2, 160n3, 160n9, 160n12

Organization(al)

autonomy, performance, and interdependence
, 191–193

dynamics forming and dissolving collaboration
, 4–6

integration
, 186, 187, 189–190, 207n1

leveraging crowds
, 275

members
, 189

separation
, 187–191, 207n1

theories
, 192

theorists
, 239

Organizational design

avenues for future research
, 285–286

crowd-based organizations
, 279–282

crowds, incomplete organizations, and self-organizing processes
, 274–276

facilitators for IOC
, 282–284

facilitators in crowd-open and crowd-based settings
, 284

in liminal, deliberately incomplete, crowd-populated spaces
, 285

liminality and crowd-based organizing
, 276–279

managerial implications
, 286–287

impact of openness
, 274

Original Equipment Manufacturers (OEMs)
, 74, 76

Outside-in process
, 221

Parent hostility
, 198

Participative experimentation
, 180

Path creation for interorganizational collaboration
, 122–126

Pecuniary incentive type
, 252–253

Perfect market
, 181n2

Performance standards
, 193

Phased acquisitions
, 158

integration dilemma for disruptive innovation
, 157–158

Post-transition acquisition governance
, 150–154

Pre-transition governance approach
, 151–152, 157

Presentation moves
, 125

Preservation
, 150, 152–153

Private call, broadcasting via
, 250–251

Problem resolution
, 102, 105

Problem-or solution-related knowledge
, 244

trade-off
, 244–245

Process
, 1–2

approach
, 1

moves
, 125

process-ontology
, 298

research
, 1

Product development with external expertise
, 126–128

Production firms
, 48

Professionalization
, 308

Progressive X-prize
, 246

Project businesses
, 40–41

Project network organizations (PNOs)
, 40–41, 50–51

adaptive capacity of
, 40, 58

as adaptive relational systems
, 41–44

BP
, 58–59

dual quality of network ties and relational practices
, 51–55

further implications
, 60–63

inter-context connectivity
, 55–57

network ties and relational practices within
, 57–58

promoting network stability and change
, 44–48

relationship between project variety and inter-context connectivity
, 60

revisiting cases of
, 48–50

Project-based organizing
, 46, 55, 173

Projects
, 41

Psychological contracts
, 24

Public call, broadcasting via
, 250–251

Reasonable inferences
, 29

Reflective reframing
, 298

Regional healthcare, initiating network for
, 129–130

Regularized activities network
, 43

Regulatory compliance
, 196–197

Reinforcing activities
, 298

Relational approach
, 124

Relational bonds
, 15–16, 18–25

commitments associated with
, 29

reliance on relational bonds during negotiations
, 26–27

reliance on relational bonds ex post contract
, 27

repairing breaches of
, 27–30

Relational contract
, 32n2

Relational dynamics in interorganizational collaboration
, 3–4

Relational intervention
, 148

Relationality
, 124

Reliability
, 198

Resilient trust
, 21

Resourcing
, 61

Ride sharing companies
, 277

“Science-in-the-making” concept
, 298

Selection
, 255

crowd filtering
, 257–258

evaluation criteria
, 256–257

stage-gate or one-off model
, 258–259

Self-interest
, 29

Sense

of belonging
, 303

of opportunity
, 202

sense-breaking
, 189

Serendipitous encounters
, 130

Sharing economy
, 15, 30

Shinkijigyo-Kenkyukai
, 171

Skepticism
, 23

Skill-in-the-making
, 296, 303

interferences between
, 305–309

mutual support
, 303–305

Skunk works
, 188

Social bonds
, 20

Social issue selling
, 125

Social-psychological bonds
, 21

Societal contexts
, 15–16

Soundcloud
, 302

Specificity of task definition
, 247–248

Spin-off
, 197, 205

“Spirit of CyberAgent”
, 171

Stage-gate or one-off model
, 258

trade-offs
, 258–259

Standardization
, 274–275

Steering
, 106

Strategic agency
, 41

Strategic alliances
, 294

Strategic learning
, 101–102

Strategizing concept
, 120, 123

Strategy formation
, 122–123

Structural network dynamics
, 46

Structuration theory
, 2, 50

“Structure of social relations”
, 168

Subsidiary

autonomy
, 176

creation and abolition
, 173–175

establishment and closure
, 172

subsidiary–headquarter relations
, 164

Subtractive forms of change
, 188

Subtractive process
, 190

Supply network
, 71–72

Sustainability
, 125–126, 134

Symbolic capital
, 193

Synchronic approach
, 75

Systemic boundaries
, 60

Systems of Exchange (SoE)
, 166

framework
, 166, 181n2

Technical bonds
, 20

Technological assemblages
, 295

Technological embeddedness
, 92–94, 109–110

and Big Data
, 94–95

developing interorganizational trust
, 96–101

mutual adaptation
, 101–105

and rhythm of interactions
, 107–108

shapes IOC processes
, 96

shifts managerial attention
, 108

temporal structuring
, 105–107

Technological uncertainty
, 145

Technology-based trust
, 98

Temporal structuring
, 105–108

Textual data
, 167

Tough Guy (TV movie)
, 51, 53–54, 56–57

Traditional coping mechanism
, 239–240

Traditional operators
, 277

Transition(al)

decision
, 149–150

governance research
, 159

Trust
, 25, 194

building dynamics
, 148

in IOC
, 181n5

lacking
, 198–199

Trust-based commitments
, 3, 15, 19–22

Trust-distrust issue
, 23

UK National Health Service (NHS)
, 186

Uncertainty

behavioral
, 146

of contexts
, 21

technological
, 145

Unit of analysis
, 216

User-centric approach
, 215, 217–219

using hacking health
, 219–221

Value appropriation
, 72

Value network
, 72–74, 76

Variance-ontology
, 298

Wayfinding
, 123–124

Web 2.0
, 296

Wikipedia
, 297, 308

YouTube
, 299, 302–304

Zong-Busting
, 304, 308

Prelims
Introduction: Process Views on Inter-organizational Collaborations
Part I: Relational Dynamics in Inter-organizational Collaboration
Chapter 1: Relational Bonds Underlying Cooperative Inter-organizational Relations in Different Societal Contexts
Chapter 2: Building Adaptive Capacity in Project Network Organizations: Project Contexts, Network Ties, and Relational Practices
Chapter 3: The Dynamics of Inter-organizational Relations in Contemporary Manufacturing: Nested Negotiations in Value Networks
Chapter 4: Technological Embeddedness of Inter-organizational Collaboration Processes
Part II: Organizational Dynamics Forming and Dissolving Collaboration
Chapter 5: Insider activists pursuing an agenda for change: Selling the need for collaboration
Chapter 6: Phased Acquisitions for Disruptive Innovation: Toward a Micro-Level Governance Perspective
Chapter 7: Entrepreneurs or Employees? The Emergence of “Disciplining Entrepreneurialism” in Subsidiary Organizations at Cyberagent
Chapter 8: Collaborative Uncoupling: How to Break Up and Stay Together
Part III: Dynamic Collaboration Beyond Organizations
Chapter 9: “Opening Innovation” Across Layers of Practices: Developing an Integrative View of the Emergence of Digital Health
Chapter 10: How Organizations Manage Crowds: Define, Broadcast, Attract, and Select
Chapter 11: Crowd-Open and Crowd-Based Collaborations: Facilitating the Emergence of Organization Design
Chapter 12: Collaborative Innovation Online: Entanglements of the Making of Content, Skills, and Community on a Songwriting Platform
Index