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This paper aims to analyse the influence of cooperation on the degree of novelty of technological innovations introduced by industrial firms in Argentina. This influence is analysed from three perspectives: cooperation by partner type [business partners or scientific and technological centres (S&T) partners]; cooperation by number of partner types, from no cooperation to cooperation with two partner types; and cooperation by goals pursued by firms.

The data come from one of the last national innovation surveys conducted in Argentina. The study controls for endogeneity, using instrumental variable procedures within the conditional mixed-process (CMP) framework.

The main result is the influence of cooperation with universities and S&T centres on the introduction of more novel innovations, which was found both in estimations with and without endogeneity correction. This influence was verified for more complex goals (R&D, technology transfer and industrial design and engineering) as well as for less complex ones (tests and trials, human resources training, quality management and certification). Business cooperation seems to impact only on a lower degree of novelty for more complex goals. The increase in the number of partners that the firm cooperates with, from no cooperation to joint cooperation with two partner types, influences more novel innovations.

Limitations and proposals for future research are discussed at the end of the study.

The results of this study contrast with the high propensity to cooperate with business partners shown by firms in Argentina and other Latin American countries. Therefore, this paper may help formulate more effective policies to promote cooperation conducive to firm innovation performance. Limitations and proposals for future research are discussed at the end of the study.

Although there is empirical evidence on this topic for developed countries, firm-level studies on cooperation and degree of novelty are scarce for Latin America. In addition, this paper analyses cooperation not only by type of partner but also by type of goal. This study attempted to control for endogeneity by using instrumental variables within the CMP framework.

In contrast to the MDGs' top-down approach, the SDGs took the bottom-up approach of participants, creating an open space for soliciting their aspirations, efforts, creativity, and commitment. Inclusive business (IB), identified as the key means to alleviate poverty and inequality in developing countries, undeniably struggles in this space to find new ways of thinking and management to achieve a suitable balance between serving social needs and achieving business sustainability. However, multinational corporations have not yet made significant achievements, due to a biased orientation of including the poor into their system of developed countries' institutions. From a neutral position, not asking who includes or yields to whom, this research project proposes to use the concept of institutional interconnections and its various analytical factors to examine how diverse partners are interconnected to overcome institutional differences. Differences in interconnections are hypothesized to differentiate IB's socioeconomic effects and poverty alleviation.

The study aims to identify, analyse and develop a model for measuring the inter-relationship and interaction among the inter-partner factors. International joint ventures (IJVs) literature has scantly studied the interactions and inter-relationships among the inter-partner factors of IJVs performance. To address this gap, this research creates a hierarchical relationship framework among the inter-partner factors of IJVs performance.

The comprehensive literature review is used to identify the factors and possible relationships between the factors and IJVs performance. M-TISM (modified total interpretive structural modelling) methodology is used to examine the relationship among the factors of IJVs performance.

This study highlights 12 inter-partner factors that affect IJVs performance. The results suggest that size asymmetry, commitment, goal incongruency, competitive overlap, trust, control, the interdependency of resources, cooperation, economic distance, cultural distance, geographical distance and administrative distance significantly impact IJVs performance. Commitment is found to be a linkage variable as it has high dependence and driving power. Goal incongruency and competitive overlap have high driving power.

This study gives a proposed list of critical inter-partner factors for policymakers and practitioners to consider when developing rules or recommendations to improve IJVs performance. The focus of policymakers should be on economic and geographical distance, followed by cultural distance, competitive overlap, goal incongruency, size asymmetry and administrative distance to improve inter-relationship among the partners in IJVs. The work contributes to the academician by presenting a modified TISM model that highlights the significance of ambidexterity in driving the performance of IJVs.

This study fills a gap in the literature by analysing the interactions among the inter-partner parameters that influence the performance of IJVs. It offers insights into the variables, such as driver dependence and the relationships between the variables.

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

Partnerships for sustainability involve the cooperation of several direct and indirect stakeholders. Direct stakeholders are project partners who can include sponsoring brands, manufacturers or retailers; and sponsored sports clubs or social institutions, and indirect stakeholders relate to potential customers, the general public and government agencies. The knowledge and competencies of direct and indirect stakeholders are integrated to ensure common project-based sustainability and individual goals. This integration is essentially facilitated by image transfer and self-identification effects, which strengthen stakeholder commitment and trust, and ultimately contributing to a higher relationship quality. However, sustainability partnerships experience several challenges. The challenges lie in selecting suitable partners; formulating partner requirements; determining partner contributions; evaluating and controlling partner integration and, further, enhancing cooperation and relationship quality among selected partners. To attend to these challenges requires a holistic and systematic process for stakeholder integration in sustainability projects. In this chapter, a process model for stakeholder integration for sustainability projects is developed based on the relevant theoretical and empirical research on relationship and sustainability marketing. In particular, the possibilities of digital integration are taken into account in the process. The model can be used to manage co-creation partnerships for sustainability including the selection, evaluation and controlling of stakeholder relationships to derive strategies and measures to improve relationship quality.

This paper aims to investigate the dynamics of IJV inter‐partner cooperation and examines the critical determinants of maintaining ongoing cooperative intern‐partner relationship between IJV partners.

The research is based on a dataset collected through a survey of IJVs in China. Non‐parametric statistics were used in the analyses to test a series of hypotheses.

The research finds that inter‐partner cooperation is a comprehensive process and impacted by a series of factors. Appropriate selection of local Chinese partners is critical to a cooperative relationship between IJV partners. In particular, intrinsic capabilities of local partners were found more important than their external advantageous conditions. The technology transfer coupled by the organisational learning of foreign partners also significantly facilitates a cooperative inter‐partner relationship of IJVs.

IJV inter‐partner cooperation is examined from a comprehensive perspective to reveal the dynamics of the cooperation. Critical determinants of inter‐partner cooperation are identified, enhancing our understanding of managing inter‐partner cooperation of IJVs in China.

The paper aims to extend research on public‐private partnerships (PPP) by exploring the path toward procedural justice and cooperation performance through contracts.

The paper uses equity theory to address inter‐partner cooperation in PPPs. The paper emphasizes how procedural fairness, as perceived by partners in a PPP, influences cooperation effects. Using both social exchange theory and transaction cost theory, it hypothesizes that procedural fairness improves cooperation effects by enhancing two kinds of contracts: the control‐formal contract and the informal contract.

The regression analysis suggests that procedural fairness indirectly affects three kinds of cooperation effects – direct effects, knowledge‐created effects, and social effects – by increasing formal and informal contracts.

Further research might address the antecedents of procedural justice.

The paper suggests that procedural justice is important to PPPs and that contracts mediate this relationship.

The paper enriches PPP research, especially with regard to procedural formalization, contracts, and cooperation performance.

Effective cooperative communication and knowledge management capabilities are particularly important in the cross-team cooperation. Based on the social exchange theory, this paper aims to further explore the role and influence mechanism of cooperative communication and knowledge sharing on co-innovation performance in open innovation projects (OIPs).

This paper takes China’s high-tech enterprises as the research object by using a paired questionnaire survey based on 168 pairs of OIPs. Hayes’ PROCESS programme and the bootstrap technique are used to test the hypothesis model and the significance of the mediation effect.

This study finds that cooperative communication is an effective mechanism for the internal and external interaction of OIPs. Knowledge sharing plays an intermediary role in the relationship between cooperative communication and co-innovation performance; both explicit knowledge sharing and tacit knowledge sharing have a significant positive impact on co-innovation performance. And the impact of cooperative communication on co-innovation performance is based on effectively promoting the knowledge sharing of partners.

This research incorporates cooperative communication, knowledge sharing and co-innovation performance into a unified research framework to study the co-innovation at the project level, enriches the research scenario on the mechanism of cooperative behaviour, deepens the understanding of the role and influence mechanism of cooperative communication and knowledge sharing on co-innovation performance in OIPs, verifies the mediating role of knowledge sharing to co-innovation, and also helps extend the social exchange theory to a new research setting.

The purpose of this paper is to investigate significant impact of partner similarity on the success of horizontal alliances in logistics service providers (LSPs) from China.

Primary data were collected via questionnaire distribution to 380 Chief Executive Officers and Managing Directors in 262 small and medium logistics enterprises in China. There are 316 valid questionnaires for further analysis with 83 percent accuracy in response rate. Structural equation modeling was used to test the impact of partner similarity on alliance management capability, stability and performance.

Partner similarity and logistics alliance management capability (LAMC) are positively correlated to alliance stability and performance in horizontal alliances among Chinese LSPs, especially competence similarity and cultural similarity. Moreover, alliance stability mediates the impact of partner similarity and LAMC on alliance performance.

The basic limitation of this research is to collect data just from small and medium logistics enterprises that operate in China with sample size (n=316). This research could further be extended to other regions in China or other countries.

This research verifies the positive relationship between partner fit and management capability. Besides, based on research findings, the research proposes guidelines for LSPs pursuing horizontal alliances

This research proposes an experimental model for Chinese LSPs to cooperate successfully and build horizontal alliances in order to increase their effective customer response capability.