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This chapter addresses the dynamics in inter-organizational relations. The authors probe the value networks so prevalent within contemporary ­manufacturing to put forward that their basic cooperation/competition duality manifests itself in practical terms as capability, appropriation, and governance paradoxes. The authors conducted a longitudinal ethnographic study aimed at capturing the process by which inter-organizational collabor­ation in ­manufacturing value networks is enacted. Our study finds that inter-organizational relations are “nested” in that a relationship plays out over an interpersonal network where the inter-organizational relationships are a framework for action, while simultaneously interpersonal interactions affect how the inter-organizational relationships take shape and evolve. Furthermore, we found that inter-organizational dynamics is essentially a stratified process. Solving particular and concrete problems at the surface level, with regard to specific collaboration issues between organizations, simultaneously shapes truces with regard to the underlying capability, appropriation, and governance paradoxes.

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data provide transparency across organizational boundaries and enable greater automation of inter-organizational routines. Taking stock of the literature and building on observations from the research in an industrial setting, the authors introduce the concept of technological embeddedness as an important characteristic of inter-organizational relationships, denoting the degree of monitoring, control, and optimization of intra- and inter-organizational tasks accomplished through technology at the interface of the inter-organizational relationship. The authors theorize how increasing technological embeddedness created by big data technologies affects the development of inter-organizational trust, mutual adaptation, and temporal structuring of collaboration. The propositions elaborate how greater technological embeddedness enables collaboration, and warn about the potential limiting effects of technological embeddedness on the development of interpersonal trust, strategic learning, and long-term orientation.

Among world’s economies, the circular economy (CE) has become popular especially in the European Union and China, which opens several opportunities for sustainability leaders to gain a first-mover advantage and, consequently, to pursue organizational sustainability and growth. In spite of public policy support, since CE often requires entrepreneurial innovation among complex networks of companies, most companies are still learning how to manage knowledge dynamics at the inter-organization level. The chapter starts by defining the key characteristics of CE and identifying the peculiarities in terms of inter-firm cooperative and competitive relations, which help in delineating contributions from the green supply chain literature. The second section shows – through the discussion of term maps – how multiple- and inter-disciplinary streams of research are increasingly linked by hard (i.e., information communication technologies based) and soft (i.e., relational and organizational) aspects of knowledge management. The third section provides a discussion on key hard and soft factors that characterize four knowledge dynamics, i.e., knowledge creation, knowledge storage, knowledge transfer, and knowledge sharing that can improve the adoption and integration of circular processes within inter-organizational coopetitive strategies. Particular attention is here given to the cross-analysis of outcomes from theoretical papers, case studies, and quantitative empirical researches that contribute to shaping relations between internal and external factors that might play as predictors of a successful implementation of CE principles. Finally, the last section concludes with recommendations for improving organizational and managerial capabilities to manage inter-firm knowledge dynamics while pursuing CE objectives in international business environments. Beside this guidance for practitioners, directions for further research are suggested for each pillar of the emerging conceptual model.

We develop theoretical and conceptual insights into a social movement’s strategic articulation, through an examination of the relationships among the conservative, moderate and radical organizations within a movement field before, during and after a wave of contention. Definitions for conservative, moderate and radical organizations that have been lacking in the literature are provided. Three U.S. cases are employed including the Civil Rights Movement, the Animal Rights Movement, and the AIDS Movement to illustrate/apply our concepts and test our theoretical assertions. We find a distinct conservative flank in movements which facilitates linkages to state officials. Moderates have a unique role as the bridge between the radical and conservative flanks. A lack of formal organization among radicals appears to incite state repression. The radical flank, or strong ties between the radial flank and moderates or conservatives, does not have a positive effect prior to or at the peak of a wave of contention when there is significant state repression. In the absence of state repression and after concessions or the peak of activism, moderates and conservatives benefit by distancing from the radical flank. Moderate organizations marginally institutionalize except when conservative movement organizations are absent; then full incorporation occurs.

While inter-organizational collaboration concerns processes of organizing between firms, it is always initiated and enacted by individual people who perceive a need for collaboration. This chapter takes the perspective of these actors and their efforts to seek collaboration as they pursue an agenda for change. Collaboration processes are thus conceptualized as path creation and internal strategizing. The chapter focuses specifically on how actors sell the need for collaboration internally and how they draw on their external network to promote change. It illustrates this process of issue selling and collaboration with six case studies in the area of new product development, new forms of network governance, and network-wide change of business practices. Comparing these more or less successful trajectories highlights the relevance of the relational context in issue selling, the role of intentionality within emerging processes, and interplay between external collaboration and internal strategizing.

Hybrid ventures are on the rise, both in practice and in scholarly circles. Despite this momentum, there is a paucity of inter-organizational research on hybrid ventures. Such research is necessary to substantiate a prevailing belief about hybrid entrepreneurs: namely, that they are actively changing the world. Highlighting three “innovations” that hybrid entrepreneurs and their ventures bring to organizational fields – (1) a hybrid identity, (2) a hybrid organizational form, and (3) a hybrid logic – this chapter identifies inter-organizational research questions and scholarly conversations that may be capable of evaluating whether hybrid entrepreneurs are indeed “agents of change.”

Networks are by now popular inter-organizational coordination modes. However, there is still much to know regarding how networks are governed and how their governance develops and changes through time.

This paper addresses the research question how does the governance form of networks develops over time by empirically studying the European telecommunications regulatory network using a case study approach.

We find that the network’s governance system is determined by the dialectical tension between network members (National Regulatory Agencies) and an external very influential body (the European Commission).

This tension unifies the group in the classic external conflict–internal cohesion fashion. We also identify a second dialectical tension internal to the network among its members. The tensions are triggered by evaluations carried out by an external actor (the European Commission). In general, the process observed confirms the propositions that predict a formalizing of the governance as the network grows older.

This research is based on a single case, a broader analysis of other regulatory networks among network industries at the European Union level will help researchers to establish a more comprehensive picture on the development of the governance form of this specific subset of goal-directed networks.

Divestitures and other forms of organizational separation are not commonly associated with continuity and ongoing collaboration in inter-organizational relationships. Instead, separation is often equated with terminating relationships and gaining independence. Here, the authors argue that achieving separation does not require terminating relationships and that ongoing collaboration between separating entities may actually contribute to successful separation. The authors base this argument on the assertion that the objective of organizational separation is to achieve organizational autonomy for all entities involved and that separating entities can enable each other’s development of autonomy while remaining interdependent. The authors also discuss how collaborative separation may contribute to a range of benefits, as well as why it may nevertheless fail to emerge in practice. In this respect, the authors consider the relevance of ethical perspectives and emotional dynamics related to feelings of (dis)respect, (dis)trust, pride and shame. The authors conclude by discussing activities that may contribute to, and undermine, effective collaborative separation.

Corporate involvement in higher education remains highly visible and controversial. While best practices can be found, many gray areas exist in the actions motivating both parties. This organizational analysis examines corporate citizenship through the inter-organizational relationships of a public US doctoral university and six US corporate partners as framed through Cone’s (2010) corporate citizenship spectrum between 2006 and 2010. The literature has shown that little research exists regarding the behavior aspects of these inter-organizational relationships. Triangulation of data is provided by 36 interviews, 12,609 pages of documents and audio-visual materials, and a campus observation of 407 photographs. The research indicates three themes as to why higher education desires involvement with companies: viable resources, student enrichment, and real-world connectivity. Further, there are four themes explaining what motives and ROI expectations companies have to be involved with higher education and include: workforce development, community enrichment, brand development, and research. Finally, three themes emerged regarding ethical considerations between these inter-organizational relationships with higher education and companies. First, generally no ethical dilemmas were found. Second, several general ethics discussion topics created five clusters of interest: public relations, solicitation, policies and stewardship, accountability and transparency, and leadership behavior. Third, five ethical concerns were shared.