组织间心理契约对供应链联盟关系资本的影响

关系资本在供应链联盟关系构建中扮演着越来越重要的角色。关系资本是衡量企业间关系的一种社会心理因素,而组织间心理契约正是剖析关系本质的一种研究方法。文章将供应链联盟关系资本划分为企业信任、关系承诺和专有资产投入三个维度,并分析了组织间心理契约对供应链联盟关系资本三个维度的影响,从而得出了组织间心理契约对供应链联盟关系资本有正向影响的结论。     

基于团队契约的中小企业激励问题研究

传统心理契约理论基于员工个体与企业所形成的奉献与索取的对等关系,但随着时代的发展,工作团队已经成为企业的基本构成模式。本文认为团队契约由团队与企业间、员工与团队间及员工与企业间三个契约子模块构成,通过分析三个契约子模块的运作机制,针对团队与企业间契约的构建,提出破处目标棘轮、运用平衡计分卡建立多维考核机制等观点;针对员工与团队间契约的达成,提出构建内信机制、提高参与度等策略;针对员工与企业间契约的建立,提出强化三维沟通、拓展双重晋升空间等措施。综合三个子契约有机融合,提出了确立学习型团队、构建共同愿景等整合团队契约的路径。     

对组织间关系的系统分析：基于形成机制的角度

组织通过和拟合作方建立起良好的组织关系,并利用组织间关系网络取得必要的信息、知识和技术等资源是企业提升竞争能力的一个重要途径,并进行有效的治理。文章就组织间关系的形成机制进行了系统阐述,分析了组织间关系形成的原因,指出组织间关系的形成是情境因素、载体因素和结构维度相互作用的共同结果。     

关公文化主题旅游协作联盟的构建研究

主题性旅游协作联盟是一种新型的旅游合作战略模式,其协作基础为相似的空间认知要素、现代化的信息技术支撑和物态化的整合营销品牌。本文选取关公文化作为研究对象,从组织体系、产业集群、品牌营销、保障机制等方面进行主题性旅游协作联盟的构建。     

战略联盟的控制方式和组织能力对联盟合作绩效的影响研究

在战略联盟背景下,研究了联盟控制方式对联盟成员企业的组织能力以及联盟合作绩效的影响作用,形成了三个主效应假设,并构建了概念模型。理论研究结论指出,契约控制与企业组织能力之间为倒U型关系;关系控制与企业动态能力之间为正相关关系,而与企业运作能力之间为负相关关系;企业动态能力与联盟合作绩效之间为正相关关系,而运作能力与联盟合作绩效为倒U型关系。研究结论弥补了现有联盟控制方式研究的不足,对企业开展联盟合作实践提供了理论依据和现实指导意义。     

我国上市公司融资结构治理效应弱化的原因及对策

融资结构是指企业各项资金来源的组合状况，即企业不同融资方式的构成及其比例关系。融资结构不单是一个融资契约的选择问题，更重要的是资金背后产权主体相互依存、相互作用、共同构成的某种制衡机制的配置问题。企业不同融资契约的选择就是企业不同治理机制的选择，融资决策就是通过确定企业最合适的融资结构，形成有效的制衡机制，约束代理人行为。本文就我国上市公司融资结构弱化的原因及其改进措施作一探讨。一、不同融资契约的治理效应分析（一）股权融资的治理效应如果企业以股权契约的形式对外融资，股票持有者就是企业的所有者，拥…     

战略联盟的不完全契约分析

战略联盟是在独立企业之间,单个企业拥有有限控制的一种组织结构.由于每个参与伙伴仍然是独立的企业,处于联盟主导的核心企业和从属的下游企业需要通过一系列契约条款界定专用资产和信息利用.联盟之间的企业关系实质上指各种形态的契约关系.     

威廉姆森契约关系的治理结构理论解析

本文先从"契约人"人性假设和交易属性两方面,阐述了治理结构存在的必要性;然后从刻划经济组织的属性第一个维度"契约"出发,分析了古典、新古典和关系型三类契约;最后根据"交易属性"中的资产专用性和交易频率的不同,为这三类契约形式匹配了四种治理结构形式:市场、三边、双边和统一治理.     

我国农产品供应链模型的构建及博弈分析

通过分析我国农产品物流发展中存在的主要困难,提出在多重假设条件下,以农业协作组织作为农户与第三方物流企业契约制定人的组织方式,用博弈论的方法,通过信用博弈模型的构建及分析,得出策略影响因素,为农业协作组织的最佳农户覆盖范围及监督策略提供依据.     

“组织间公民行为”及其发生机制:关系契约与心理契约的共同作用

本文对“组织公民行为”的内涵进行了剖析,将“公民行为”概念从个体层面扩展到了组织层面,提出用“组织间公民行为”来表达组织在长期交换中的一些特定行为,并梳理出了它的5个代表性维度.本文同时结合关系契约和心理契约理论,构建出了一个组织间公民行为的发生机制;其中,将心理契约引入该机制中,更是提出了一个新的分析视角,完善了现有的组织间关系研究范式.本文进而以3个具体例子对该机制进行了阐述,为组织进行关系管理提出了建议,为未来的研究指明了方向.     

Strategic Inter-Organizational Cooperation in Complex Environments

Abstract

Strategic management research is increasingly concerned with understanding processes of network governance in which mechanisms for building partnerships among a number of public agencies and non-governmental organizations are more important than ever. Drawing examples from Canada, the paper analyses the nature of inter-jurisdictional and inter-organizational collaboration in complex and dynamic environments, and their implications for the strategic pursuit of organizational goals. The premise of the discussion is that public managers often pursue organizational goals in the context of external environmental systems characterized by complexity and constant change. From this perspective, public agencies must often seek to maintain relatively stable alliances while anticipating and adapting to environmental change in the pursuit of their organization's goals. The two cases in the paper illustrate three critical elements of collaborative network governance: first, the vertical and horizontal inter-jurisdictional dimensions of joint policy action; second the multiplicity of lenses of interpretation among agents, including the perceptions and values of non-governmental stakeholders and the strategic outreach of public agencies to these groups; and third, it traces the various stages of evolving networks, highlighting the changes and adaptations characterizing the processes involved in joint policy actions.     

Evaluations of branding alliances between non‐profit and commercial brand partners: the transfer of affect

• There is growing interest in the trend towards co‐branding alliances between non‐profit and commercial entities,which are undertaken by these organisations to transfer associations and affect between each brand partner. Certainly, it makes sense that commercial entities want to gain more from their brands and that non‐profits want secured funding, however, in the same way that the joining of two brands can be beneficial, it can also bring with it major risks when the brand alliance is not well received and evaluations of the alliance are not favourable.
• This research supports the notion that both commercial entities and non‐profit organisations can benefit from a branding alliance, however, an understanding of how these brand alliances are evaluated is important. This research investigates evaluations of brand alliances and the resulting spillover effects for original brand partners that result from brand alliances.
• This research provides empirical support relating to reactions to brand alliances between a non‐profit organisation and a commercial business in terms of how original brand attitudes, familiarity of original brands and perceived brand fit impact on evaluations. While collaboration is important and has potential benefits for each partner—they rest on partner selection and fit between alliance partners. Managerial implications and future research directions are also provided.

Copyright © 2006 John Wiley & Sons, Ltd.     

Managing Competing Institutional Logics in Public–Private Joint Ventures

Abstract

Cross-sector inter-organizational partnerships, alliances and networks have become extremely popular. Yet, we may expect competing societal-level institutional logics to play an important role in cross-sector alliances, hence making their management central to alliance success. This article responds to the general research question: How do participants of public–private joint ventures manage competing institutional logics? Based on in-depth interviews we empirically characterize two competing logics in a cross-sector collaborative and identify two practices used to cope with them.     

The Dynamics of Alliance Conditions in the Alliance Development Process

One of the key issues in understanding the developmental processes of strategic alliances is how the alliance conditions change over the different stages of alliance development. A related question concerns the nature of the co-evolutionary dynamics of alliances in terms of their constituent partner firms. In this article we propose an integrated process model of alliances that is based on alliance conditions, allianc developmental stages, and an alliance system comprising co-evolutionary elements. We suggest that alliance conditions, or the key characteristics of an alliance at any given moment, link the alliance environment (firm characteristics) and the alliance development process. We also explore how specific patterns of alliance conditions have differential impacts on the interactive elements of the alliance co-evolutionary system.     

Do Birds of a Feather Flock Higher? The Effects of Partner Similarity on Innovation in Strategic Alliances in Knowledge‐Intensive Industries

In spite of the consensus on the benefits of strategic alliances for learning and innovation, our understanding of the effects of partner similarity remains conflicted. This paper develops an integrative theoretical framework in which we propose that similar partners in a focal firm's alliance portfolio contribute to the firm's innovation up to a threshold, beyond which additional similar partners can lead to a decrease in innovation because of the trade-offs embedded in collaboration between similar partners. In this integrative framework, we also draw on organizational ecology and institutional perspectives to propose that the effect of partner similarity on innovation is positively moderated by organizational aging and the industry norm of collaboration at the firm's founding. Results from an analysis of 176 biotechnology firms between 1988 and 1999 support our arguments. This study contributes to research on strategic alliance and innovation by considering both the benefits and costs of partner similarity in the context of alliance portfolios and by exploring the multilevel contingencies for the effects of partner similarity.     

Effects of Information Technology Capabilities on Strategic Alliances: Implications for the Resource‐Based View

This paper adopts a contingency approach to the resource‐based view (RBV) of the firm and seeks to establish boundary conditions for the value of certain information technology (IT) capabilities. We first identify inter‐organizational alliances as a specific strategy context in which IT capabilities are particularly valuable. We then consider more detailed boundary conditions that can shape the value of these capabilities within the alliance context. Our study shows that firms with better IT capabilities can derive greater value from an alliance, yet this effect also varies across different types of alliances depending on an individual alliance's characteristics. Specifically, IT capabilities are more valuable for alliances with a non‐equity governance structure, as well as those involving a high degree of interdependence between partners. We highlight the implications of our findings for opportunities to advance the RBV.     

Horizontal alliances and the merger paradox

Mergers and alliances are two organizational forms which allow firms to combine complementary capabilities to realize strategic goals; they are, in many cases, strategic substitutes. Managerial decision‐makers, therefore, require a framework for choosing between the two strategies. This paper contributes to this decision‐making process by highlighting one advantage of alliances over mergers. Specifically, while the profitability of a cost‐reducing horizontal merger is diminished by the resulting expansion of non‐merging competitor(s), an alliance, where partners collaborate to reduce costs but sell their product independently, enables its partners to realize the benefits of merging but avoid the problem of strengthening competitors. A model is developed which demonstrates the profitability of establishing such an alliance compared to a merger. The implications of this strategy for antitrust review are briefly discussed. Copyright © 2005 John Wiley & Sons, Ltd.     

An empirical study of the impact of e-business technologies on organizational collaboration and performance

The use of e-business technologies between supply chain organizations has been thematic in recent literature. Organizational collaboration, the foundation of supply chain management, has been enabled by the development and use of e-business technologies. Organizational collaboration and information sharing, in turn, are expected to improve organizational performance. We propose and test a model of the relationship between organizational use of e-business technologies, organizational collaboration, and performance, using empirical data. Our model differs from past studies in that collaboration is viewed as two unique constructs, differentiating between intra- and inter-organizational collaboration. Our findings show that use of e-business technologies impacts performance both directly and indirectly by promoting both measures of collaboration. Intra-firm collaboration is also found to have a direct impact on organizational performance. However, the impact of inter-organizational collaboration on performance is found to be only indirect, through the impact of intra-organizational collaboration. These findings reveal the complexity of organizational collaboration, underscore the importance for companies to promote internal collaboration, and invest in information technologies that facilitate it.     

Contract research and high-tech alliances: Vistas for future studies

This research note addresses the governance structure of innovation processes in high-tech alliances, focusing on the content and role of formal contracts. Contract research is strongly heterogeneous, that is, many different paradigms, concepts, definitions and measures exist. We discuss the most important aspects of contract research and primarily argue that future research needs to pay ample attention to the interpretation of contracts, as the written contract might be just a standard form written by lawyers who are not directly involved in the high-tech alliance. We also propose a wide view of contracts and emphasize that contracts might have different functions depending on the role that the contract plays in the relationship. In so doing, we review the most common research methods, i.e., surveys, meta-studies and longitudinal case studies, and suggest that the latter offer the most promissory opportunities for future alliance contract studies.