Session 247

Cooperative Strategies

Track N

Date: Tuesday, October 9, 2012


Time: 11:00 – 12:15

Common Ground

Room: Club E


  • Peter Ring, Loyola Marymount University

Title: Ambidexterity in IORs Relational Outcomes: The Exploration of Mechanisms in Between


  • Pei-Li Yu, National Cheng Kung University

Abstract: Achieving high interfirm adapation and low ex-post opportunism enable superior interorganizational relational outcomes, but raises challenging tensions. Building on the organizational ambidexterity literature, I specific the nature of the tensions (between interfirm adaptation and ex-post opportunism) and how they can be resolved. I also theoretically develop the idea that ex-post opportunism complement interfirm adaptation in enhancing interorganizational collaborations ambidexterity. It explores the perspective that interfirm relationships perform better because the parties involved have developed a valuable coordination mechanism, which may facilitate better interfirm adaptation and mitigate ex-post opportunism. While there seems to be little doubt about the positive impact of coordination mechanisms on interfirm relationships, this study posits that the direct effect is mitigated by a variable specific to the interfirm context, namely cultural difference.

Title: Are Suppliers Really Peripheral? Toward a Peripheral View of Firm Networks


  • Paolo Aversa, City, University London

Abstract: In technology-based industries, alliances between assemblers (core/focal firms) and suppliers (peripheral firms) are common practice to foster innovation and relational rents. Assemblers mostly drive innovation in the early phases of an industry life cycle, but as products become more complex, the locus of innovation shifts to suppliers. Despite the increasing relevance of peripheral firms and their distinctive characteristics, to date strategic management literature has mainly focused on focal firms. This work affirms that firm networks understanding needs to be completed through a tailored theoretical perspective—the “peripheral view”—which analyses suppliers as distinct players in innovation development.

Title: Modular Components, Integrated Practices: Managing Complexity and Interdependence in Temporary Organizations


  • Richard Tee, LUISS Guido Carli
  • Andrew Davies, University College London

Abstract: This study investigates how firms manage complexity and interdependence through an in-depth analysis of a temporary organization, Heathrow Airport's Terminal 5 (T5) project. It highlights how firms manage interdependencies by complementing modular product designs (e.g. standardized components, prefab/offsite construction, interface compliance) with integrated practices (e.g. co-located teams, strong team identities, incentive alignment). Our paper extends existing work on managing interdependence and complexity in several ways. First, our study underlines how modular designs and integrated practices might be mutually reinforcing, rather than opposites. Second, we point to the role of information transparency to aid coordination and the challenges in achieving such transparency. Third, it underlines recent work that has emphasized the importance of "tacit" coordination mechanisms for firms that integrate tasks among geographically distributed sites.

Title: The Role of Destination Management as Cooperative Strategy of Managing Changes in Fierce Tour-istic Competition


  • Ivett Sziva, Budapesti Kommunikációs és Üzleti F?iskola

Abstract: The touristic sector is a rather fragmented area from the viewpoint of supply. Creating cooperative strategy, and using out synergies in mutual innovation can be the way of surviving in turbulent environ-ment. Cooperation is needed from marketing point of view as well, as so called touristic destinations (place of the touristic activity) are the main entities in the touristic market, answering the main demand-side question “Where to go, and what to do there?”. The main focus of the paper is to summarize the theoretical approaches to destination management, and give an overview of the result of two case studies from Hungary and Austria concerning to destinations facing keen competition or escaping from decline.

Title: When Things Go Very Wrong: The Virtue of “Balanced Stratgies” For Coalition Recovery Performance


  • Shu-Jung Sunny Yang, University of Essex
  • Yanto Chandra, City University of Hong Kong
  • Teng-Fong Li, University of Essex

Abstract: This research advances competition-oriented cooperation theorizing under condition of major disaster. A complex adaptive system is developed to examine the performance of different strategic repertoires for a coalition facing disruptions. Drawing on competitive dynamics research, in our stylized model firm micro-behaviors such as action-reaction exchange and action irreversibility are embedded in firm macro-strategy (i.e. repertoires). More specifically, we formalize firm strategy as a repertoire of micro competitive/cooperative behaviors. By considering different repertoires and resource consumptions through a computational analysis, we show a number of unique insights that contributes to and demonstrates the predictive power of competitive dynamics perspective on interfirm cooperation.

Title: Widening Scope: Combining New Product Development with Cross-sector Partnering in Home Healthcare


  • Ha Hoang, ESSEC Business School
  • Marta Elvira, IESE Business School
  • Carlos Rodríguez-Lluesma, IESE Business School

Abstract: We seek to shed much needed light on concurrent forms of novelty-seeking. We conduct an in-depth study of a global, diversified firm’s efforts to undertake new product development in home healthcare while simultaneously engaging in novel cross-sector partnerships. By explicitly comparing two different approaches to product development and the resulting partner interactions, we shed light on the factors that facilitate organizational learning and shared value creation. In particular, we contrast the firm’s use of linear and selection-based product development approaches for its implications for the extent of partner interaction, integration and learning. As the use of cross-sector partnerships grows, more fine-grained understanding of partnerships between for-profit and public and non-profit organizations is needed in order to better guide managers in their effective use.

All Sessions in Track N...

Sun: 08:00 – 09:15
Session 100: Interdisciplinary Perspectives on Cooperative Strategies
Sun: 09:30 – 10:45
Session 101: Practicing Cooperative Strategies
Sun: 11:15 – 12:30
Session 102: Research Methods in Cooperative Strategies
Sun: 15:15 – 16:30
Session 46: Value Creation and Capture in Alliances
Mon: 08:00 – 09:15
Session 44: Network Contingencies and Alliance Performance
Mon: 09:30 – 10:45
Session 50: Trust and Relational Governance
Mon: 13:30 – 14:45
Session 45: New Perspectives on Alliance Termination
Mon: 16:30 – 17:45
Session 51: Resource- and Knowledge-Based Views of Cooperative Strategies
Tue: 08:00 – 09:15
Session 248: Cooperation and Industry Contingencies
Tue: 11:00 – 12:15
Session 247: Cooperative Strategies
Tue: 14:15 – 15:30
Session 48: Managing Alliance Dynamics
Tue: 15:45 – 17:00
Session 49: Organizational Learning and Alliances
Tue: 17:30 – 18:45
Session 47: Governing and Managing High-Tech Collaborations

Strategic Management Society