The context of interorganizational collaboration in the garment industry: an institutional perspective

Article Abstract:

This article presents a model of the context of interorganizational collaboration. The model is made up of driving and restraining forces from both the competitive and institutional sectors of the organizational field surrounding the collaborative effort. A case study of an alliance among garment manufacturers, state agencies, and educational institutions shows that different elements of the organizational field become more or less important as collaborations evolve, thereby changing the balance between the driving and restraining forces and shaping the course of the collaboration. The case is used to develop several propositions for future research that address the coevolution of collaborations and their environmental contexts. Theories of interorganizational collaboration should adopt a more dynamic orientation to take into account shifts in the balance between driving and restraining forces and their impact on both the initiation and the sustainability of a collaborative alliance. (Reprinted by permission of the publisher.)

APPAREL AND OTHER TEXTILE PRODUCTS, Joint ventures, Clothing industry, Strategic alliances (Business), Interorganizational relations

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Influence modes, schema change, and organizational transformation

Article Abstract:

This article reports research in which an ethnographic approach was employed to study a bank in the northeastern US that underwent organizational change and transformation in response to the demands of a federal regulatory agency. The researchers investigated the top management's efforts to alter the firm's existing organizational schemas so as to meet the requirements of a new organizational vision. Data were obtained from field observation over a 10-month period, organizational documents, and surveys and interviews. A first-order analysis using informant categories revealed themes relevant to changing organizational schemas. A second-order analysis revealed the influence modes top management used to effect organizational change. The authors conclude that the modes they label 'Enforcement' and 'Manipulation' unexpectedly proved most successful in bringing about the bank's transformation. (Reprinted by permission of the publisher.)

Analysis, Management research, Organizational change

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Political limits to interorganizational consensus and change

Article Abstract:

This study of the National Coal Policy Project (NCPP) investigates three areas: the influence of power in determining the individuals to engage in NCPP discussions; the position of power in every money holder's judgement whether to be involved in the project or not; and the actual power of individuals in the NCPP to see that the project's recommended changes implemented. Results indicate that the believed validity of the project and those determining the individuals to be involved, plus the inclusion of every significant moneyholder, is critical is successful implementation is to take place. These conclusions have implications for any designed modifications in the inter organizational and intraorganizational domains.

Case studies, Power (Social sciences), Political power

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