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This paper aims to provide academics and practitioners working with collaboration of technology information and innovation with a review of key interfirm-collaboration topics, such as the determinants of innovation activity, innovation, imitation, the impact of competition, collaboration versus competition and a review of game theoretic approaches.

This paper is a comprehensive review of extant literature, conducted and analyzed systematically.

This paper highlights that when firms absorb collaboration opportunities that involves information, there are critical elements for success, which need to be considered, including economies of scale, knowledge sharing, market size and volatility, strategic partner selection, intellectual property rights, spillover effects, collaboration costs, trust and commitment, opportunism and overall collaboration strategy.

This paper contributes to existing information literature by emphasizing various game theoretic approaches, which highlight how collaboration costs are shared when collaboration occurs. In conclusion, ten managerial implications are offered about collaboration of information technological innovation.

The literature regarding the effect of power on negotiation strategies remains scattered and inconsistent. This study aims to propose that the effect of power on negotiation strategies is contingent on contextual variables but also on individual differences among negotiators. Specifically, the authors hypothesize that creativity moderates the effect of power such that low-power, as compared to high-power negotiators, use more collaborative and less competitive strategies and further report lower fixed-pie perception (i.e. perception of a counterpart’s goals and interests as diametrically opposite to one’s own goals and interests) when they can be creative. Moreover, the authors hypothesize that negotiators’ age buffers the moderated effect of power.

The authors conducted two experiments and a cross-sectional field study. Participants in Studies 1 and 2 played a negotiation game in dyads. Study 1 manipulated power as status (manager vs employee), whereas Study 2 manipulated power as Best Alternative to a Negotiated Agreement (i.e. power to exit the negotiation without a deal). Accordingly, participants in Study 2 had strong vs weak Best Alternative to a Negotiated Agreement. In both studies, power was manipulated within dyads. Moreover, in both studies, the authors manipulated creativity (high vs low) between dyads. The chronological age of negotiators was measured in both studies and served as an additional moderator. Study 3 (preregistered) aimed to replicate the experiment results in the field.

Study 1 provided partial support for the hypothesis about collaborative strategies. Study 2 fully supported the hypothesis about the role of power and creativity on FPP and on collaboration (but not on competition). Study 3 did not support the power by creativity hypothesis. Interestingly, Studies 1 and 2 supported the power × creativity × age interaction hypothesis when predicting collaboration, while Study 3 supported the three-way interaction when predicting competition. Furthermore, Study 2 provided full support for the three-way interaction hypothesis when predicting FPP, while Study 3 provided partial support for this hypothesis. Altogether, the three studies largely replicated and complemented each other and revealed the robustness of the examined effects.

The findings of this research extend the literature on power on the one hand and negotiation and conflict management on the other and shed light on the inconsistent results regarding the role of power in collaboration and competition (De Dreu, 1995; De Dreu and Van Kleef, 2004; Overbeck and Park, 2001; Overbeck et al., 2006). Additionally, this research reconciles the inconsistent literature on creativity, conflict management and prosocial behavior (Gino and Ariely, 2012; Gino and Wiltermuth, 2014; Wilson and Thompson, 2014). Finally, the findings touch upon the aging literature as well and shed light on the role of age on conflict management (for a review, see Beitler et al., 2018) and on the interconnection between age, power and creativity.

The findings are relevant to organizations characterized by power asymmetries (e.g. employee/manager) and inform practitioners about the main determinants of collaboration-based negotiations at work.

The findings extend the literature on power on the one hand and negotiation and conflict management on the other and shed light on the inconsistent results regarding the role of power in collaboration and competition.

To the best of the authors’ knowledge, this is the first study investigating the moderating role of creativity in the relationship between negotiation power and negotiation strategies. Moreover, the moderating role of participant age in such relationships has been, to date, largely uninvestigated.

Although an increasing number of PhD holders will continue their careers outside academia, we know little about their further career prospects. To develop a better understanding of how this group constructs and justifies a successful career outside academia, we conducted semi-structured interviews with 47 PhD graduates from different disciplines (humanities, social and beta sciences) who have obtained elaborate experience working outside academia.

Drawing on a multi-career perspective, we explored the motivations of the PhD holders when making such career transitions. The findings from the interviews demonstrated how PhD holders’ main motivations were associated with their perceived organizational, community and cognitive careers. Our data analysis revealed that these motivations related to PhD holders and can be grouped along four key tensions:

• distanced from real life (academia) versus appreciating the practical impact of their research (currently);

• competition and performance orientation (academia) versus enjoying their current multidisciplinary collaboration towards a common goal (current);

• Individualism and loneliness were typically experienced in academia versus autonomy and intellectual stimulation in their current work; and

• lack of stable career perspectives in academia versus current options for competence-based development and personal growth.

distanced from real life (academia) versus appreciating the practical impact of their research (currently);

competition and performance orientation (academia) versus enjoying their current multidisciplinary collaboration towards a common goal (current);

Individualism and loneliness were typically experienced in academia versus autonomy and intellectual stimulation in their current work; and

lack of stable career perspectives in academia versus current options for competence-based development and personal growth.

Thus, while discontinuation of an academic career may easily hold a pejorative connotation, the analysis of the PhD holders’ motivations revealed important and rewarding opportunities in pursuing a career in other sectors. Overall, from our study, we can conclude that while a major gap may exist between careers in academia and ‘the corporate world’, shifting careers between these worlds is not as ‘unthinkable’ as commonly believed.

The purpose of this paper is to use the New Zealand electricity industry as a case study to describe and understand the importance of collaborative relationships in coping with the changes faced by sectors of the industry over the last two decades.

A multi‐method qualitative approach is used to investigate the nature of industry relationships. Data were collected through two‐phase in‐depth interviews with key electricity employees. Secondary documents and archival records were used to support participant contributions.

The research finds that the majority of the collaborative relationships in the New Zealand electricity industry are “forced”. Nevertheless, and despite the preclusions of competition, relationships continue to support the strategic imperatives of firms and form an important component of firm‐level operation.

The study provides an understanding of collaboration within a new contextual setting – the New Zealand electricity industry. To the best of one's knowledge, no other study has attempted to assess the importance of collaboration on these industry players. The qualitative analysis undertaken made it possible to discover insights that would not have emerged from more commonly used quantitative methodologies.

The purpose of this study is to examine two opposing approaches to the effects of power on negotiation: a “collaborative approach” of power and a “competitive approach” of power. Accordingly, the authors state oppositional hypotheses based on each approach. This study further investigates the mediating role of the perceived threat of the negotiation and the moderating role of negotiation topic (i.e. topics that touch on one’s power position versus topics that are related to the tasks one needs to perform) in this relationship. Finally, the authors state a moderated mediation hypothesis where they expected that the negotiation topic would moderate the indirect effect of power on negotiation strategies.

A vignette study (N = 279) and a negotiation game (N = 138) were conducted where the power within dyads was manipulated.

Study 1 showed that powerholders prefer collaborative strategies, whereas powerless negotiators prefer competitive strategies. Perceived threat of the negotiation mediated this effect. Furthermore, both Studies 1 and 2 showed that the negotiation topic moderates the effect of power on negotiation strategies providing further support for the collaborative approach of power. Finally, Study 1 provided partial support for the moderated mediation hypothesis.

Both Studies 1 and 2 are experimental studies. A field study should try to replicate these results in the future.

This study illuminates the effects of power on negotiation and addresses inconsistent findings in the negotiation literature. The results might be of great importance to large organizations where power asymmetries constitute an integral part of the employee/manager interactions.

To the best of the authors’ knowledge, this is the first study to show the moderating role of negotiation topic in the relationship between power and negotiation.

Visibility is the need of the hour for each organization involved in the supply chain, and scholars have made few previous efforts to understand patterns driving visibility in transportation platforms. However, many companies have not been able to achieve sufficient levels of practical implementation across the supply chain. Therefore, this study focuses on exploring, why the real-time visibility transportation platforms fail to operationalize.

This study utilizes action research as a methodology for pragmatism to understand supply chain professionals' viewpoint regarding the operationalization of real-time visibility. The research addresses a complex transportation network of a fast-moving consumer goods company. Wherein, both a greater need for visibility and improvements are also more challenging.

Tensions amongst complementors, the platform owner, and the Control Tower of a focal company explain the different impacts of freight forwarders and own fleet carriers on shipment compliance. Integrating subcontractors is a cost-intensive practice for complementors that increases asymmetry and reduces co-created value. The willingness of freight forwarders to exert control contributes to tension competition versus collaboration.

The model identifies the dynamics that explain how managers can navigate the tension over time by controlling contradictory loops driving shipment compliance. Findings can help managers develop plans, conduct pilots, and collaborate to unlock value from real-time visibility. The research findings can be informative for the European Union bodies and help work out a policy that reduces the asymmetry of benefits and contribute to the more sustainable development of digital industrial platforms.

The contribution lies in (1) providing a study of the factors affecting achieving real-time visibility, (2) distinguishing complementors (3) identifying tensions amongst complementors and platform owner as critical for successful platform deployment, (4) conceptualizing a pattern of behavior emerging amongst the platform partners and (5) outlining avenues for future research.

We extend the literature on network perception by introducing a novel view of how this perception is structured. We propose the concept of Cognitive Aggregated Social Structures (CASS) as a framework to capture perceptions of opaque networks – that is, networks where relations are difficult to observe due to their features, their members, and the characteristics of the environment in which they operate. We argue that actors simplify their perception of opaque network structures via “chunking,” that is, by cognitively representing network ties as between categories of actors rather than between specific network members. We test the validity of the CASS construct and its predictive power by showing how these representations affect actors’ perceptions of relevant network outcomes. Using data from a major inter-organizational technology consortium, we show that perceived density among “chunks” in the knowledge transfer network is positively related to perceived consortium performance. Finally, we discuss the implications of our findings for the strategic management literature, highlighting potential contributions to strategic formulation and implementation, category emergence, industry evolution, and cognitive barriers to entry.

Purpose – To show the properties of performance measurement and management systems (PMMS) used dialogically and the association between the dialogic use of PMMS and the characteristics of the organizational relationships between parent companies and foreign subsidiaries.

Design/Methodology/Approach – Data were collected through a questionnaire e-mailed to large foreign subsidiaries of multinational firms operating in various industries. Hypotheses regarding factors associated with the extent to which PMMS are used dialogically between parent companies and foreign subsidiaries were tested based on responses to 136 usable questionnaires (45% response rate).

Findings – PMMS are used more dialogically within relationships between parent companies and subsidiaries characterized by subsidiary strategic role and organizational interdependence. Measurement diversity and perceived comprehensiveness of PMMS are higher if PMMS are used more dialogically. Finally, the dialogic use of PMMS is positively associated with subsidiary size and the emphasis on collaboration in the parent company’s national culture.

Originality/Value – In contrast to prior management accounting research that is focused on the outcomes of different styles of use of PMMS, this study shows organizational characteristics and PMMS properties associated with the dialogic use of PMMS. Moreover, this study advances the traditional view of the international business literature that conceives PMMS as bureaucratic systems employed by parent companies to coercively control foreign subsidiaries.

This paper seeks to explore the relevance of strategy in health and social care. In particular, it aims to look at contrasting perspectives, generally related to either planned or emergent change.

The paper is literature based and conceptual and, as such, makes use of methods associated with a literature review. Evidence is utilised from a general literature search on strategy, alongside policy‐specific and documentation.

A critical commentary on strategy in health and social care, from an historical perspective, is presented. It suggests that strategy in the context of recent reforms in health and social care is more likely to be characterised as emergent, and processual. It also offers an insight into the leadership implications of different approaches to strategy.

The paper makes a connection between general ideas about strategy and their relevance in a particular context, i.e. health and social care.

This study explores nurses' views as to whether they see community pharmacists as “entrepreneurial” and what this might mean for working together in primary care. Pharmacists are expected to fully integrate with their colleagues – particularly nurses – under the New Zealand health policy. Yet, there is scarce literature that examines multidisciplinary teamwork and integration through an entrepreneurial identity lens. This is particularly important since around the world, including New Zealand, community pharmacies are small businesses.

This was an exploratory qualitative study. A total of 18 semi-structured interviews were conducted with nurses from primary care, nursing professional bodies and academics from nursing schools. Interviews were audio recorded and transcribed verbatim. Coding was undertaken through general inductive thematic analysis.

In total three key themes emerged through analysis: the entrepreneurial profile of the community pharmacist, the lack of entrepreneurship across the profession, and the role identity and value that community pharmacists hold, as viewed by nurses. There appeared to be pockets of entrepreneurship in community pharmacy; nurses did not express a blanket label of entrepreneurship across the whole sector. Nurses also discussed several forms of entrepreneurship including commercial-oriented, clinical and social entrepreneurship. The social entrepreneurship identity of community pharmacists sat most comfortably with nurse participants. Overall, nurses appeared to value community pharmacists but felt that they did not fully understand the roles that this profession took on.

This paper contributes to the academic literature by identifying three domains of entrepreneurship relevant to community pharmacy as well as multi-level barriers that will need to be jointly tackled by professional bodies and policy-makers. Improving nurses' and other healthcare professionals' knowledge of community pharmacists' role and expertise is also likely to facilitate better inter-professional integration.

There is scarce literature that attempts to understand how entrepreneurial identity plays out in health organisation and management. This study adds to the knowledge base of factors influencing integration in healthcare.