The evolution of collective strategies in fragmented industries
Article Abstract:
This article revises and expands the theory of collective strategy to include firms in fragmented industries. Collective strategy in fragmented industries may be less visible, but it is no less extensive than in concentrated industries because repetitive patterns of pairwise interorganizational activity can aggregate into emergent collective strategy. This implies that collective activity is a ubiquitous strategy, permeating all types of organizations in fragmented industries. The article offers a process model and a mechanism for aggregating pairwise activity into collective activity based on an extension of the prisoner's dilemma game. A curvilinear relationship between environmental factors and cooperative behavior is proposed. Propositions suggest that the effects of cooperation on performance shift from the firm level to the population level as colonization is completed. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1990
User Contributions:
Comment about this article or add new information about this topic:
Determinants of interorganizational relationships: integration and future directions
Article Abstract:
This article integrates the literature on interorganizational relationships into six generalizable determinants of relationship formation, applies these determinants to the prediction of six types of interorganizational relations, and proposes hypotheses for future research that specify the conditions under which each determinant will be more likely to predict different types of relations. These determinants provide the basis for a general theory of interorganizational relationships and suggest that alternative theoretical perspectives on relationship formation provide important but only partial insights into why organizations enter into relationships with one another. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1990
User Contributions:
Comment about this article or add new information about this topic:
Strategic responses to institutional processes
Article Abstract:
This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Review
Subject: Business, general
ISSN: 0363-7425
Year: 1991
User Contributions:
Comment about this article or add new information about this topic:
- Abstracts: The Role of Linear Recursive Estimators in Time Series Forecasting. A Diverting Structures Effects on a River Flow Time Series
- Abstracts: Are corporate codes of conduct effective? Ethics and management accountants. The controller who said 'no'
- Abstracts: Conflict and strategic choice: how top management teams disagree. Strategic decision processes in Silicon Valley: the anatomy of a "living dead"
- Abstracts: Voluntary organizations in action: strategy in the voluntary sector. Sporadic, fluid and constricted processes: three types of strategic decision making in organizations
- Abstracts: Performance implications of strategic coalignment: a methodological perspective. An examination of the underlying dynamics of strategic decisions subject to upward influence activity