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The Oxford Handbook of Inter-Organizational Relations
Edited by Steve Cropper, Mark Ebers, Chris Huxham, and Peter Smith Ring
808 pages
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246x171mm
978-0-19-958592-2
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Paperback
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15 April 2010
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- Concerned with the relations between two or more organizations, be they firms, government agencies, NGOs, community or voluntary sector organizations
- Such relations include partnerships, collaborations, agreements, virtual project groups, outsourcing, or franchising
- Examines many empirical settings of inter-organizational relations, as well as a range of disciplinary and theoretical bases, and specific topic areas
- Features contributions from leading international experts on their particular areas of expertise, it is an authoritative introduction to research findings on IORs
Inter-Organizational Relations (IOR), the study of Strategic Alliances, Joint Ventures, Partnerships, Networks and other forms of relationship between organizations, is a field of study that has burgeoned over the last four decades, but is fragmented, drawing contributions from a wide variety of disciplines, theoretical bases, and sectoral interests. The Oxford Handbook of Inter-Organizational Relations provides a structured overview of the field. With contributions from leading international experts on their particular areas of expertise, it is an
authoritative introduction to its research findings.
The material is organized in three main sections.
The first relates to research that focuses on particular manifestations of IORs such as industry, supply, policy and project networks, public and voluntary sector partnerships, strategic alliances, and so on.
The second section relates to research that stems from distinct disciplinary or theoretical bases, including social networks, evolutionary theory, transaction cost economics, management process, psychology, critical theory political theory, economic geography, and the legal perspective.
The third section focuses on key topics in contemporary IOR - or those that will become so in
the future. These include, trust, power, development interventions, social capital, learning and knowledge, dynamics and change, and evaluation.Readership: Academics, researchers, and advanced students of Organization and Management Studies.
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Edited by Steve Cropper, Professor of Management, Institute for Public Policy and Management, Keele University, Mark Ebers, Professor of Business Administration, Corporate Development and Organization, Cologne University, Chris Huxham, Professor of Management, University of Strathclyde Business School and Senior Fellow of the Advanced Institute of Management Research, and Peter Smith Ring, Professor of Strategic Management, Loyola Marymount University Contributors:
Reinhard Bachmann, Reader (Associate Professor) in Management, University of London, Birkbeck College,
Cynthia M.
Beath, Professor Emerita of Information Systems, University of Texas at Austin,
Nic Beech, Professor of Management, St Andrews University, Scotland,
Xinxiang Chen, Research Association III, National Strategic Planning and Analysis Research Center, Mississippi State University,
Steve Cropper, Professor of Management, Centre for Health Planning and Management, and Director of the Institute for Public Policy and Management at Keele,
Tina Dacin, E. Marie Shantz Professor of Strategy and Organizational Behaviour, Queen's School of Business, Queen's University, Canada,
Mark Ebers, Professor of Business Administration, Corporate Development and Organization, Cologne University, Germany,
Nils Olaya Fonstad, research scientist,
MIT Sloan Center for Information Systems Research,
Fabio Fonti, School of Economics and Management, Free University of Bozen-Bolzano,
Mike Geddes, Professorial Fellow, Local Government Centre, Warwick Business School, University of Warwick,
Barbara Gray, Professor of Organizational Behavior and Director, Center for Research in Conflict and Negotiation, The Pennsylvania State University,
Cynthia Hardy, Professor of Management, and co-director of the International Centre for Research on Organizational Discourse, Strategy & Change, University of Melbourne, Australia,
Christine Harland, Co-Director, research partnership with the NHS Purchasing and Supply Agency, and co-founder of the International Research Study on Public
Procurement,
Jean-François Hennart, Professor of International Management, and Director of Graduate Studies in Business, Tilburg University,
Paul Hibbert, Lecturer in Management, University of Strathclyde,
Pamsy P. Hui, assistant professor of Strategic Management, Nanyang Technological University, Singapore,
Chris Huxham, Professor of Management, University of Strathclyde Business School, and a Senior Fellow of the ESRC/EPSRC Advanced Institute of Management Research, Thomas Johnsen, Lecturer in Purchasing and Supply Management, University of Bath School of Management,
Candace Jones, Associate Professor, Department of Organization Studies, Boston College,
Thomas E. Johnsen,
Robyn Keast, Senior Lecturer,
School of Management, Queensland University of Technology,
Patrick Kenis, Professor at the Faculty of Social and Behavioural Sciences, and Head of the Department of Organisation Studies, Tilburg University, the Netherlands,
Erik-Hans Klijn, professor, Department of Public Administration, Erasmus University Rotterdam, and visiting professor, School of Public Policy, University of Birmingham,
David Knoke, Professor of Sociology, University of Minnesota,
Richard Lamming, Professor and Director, University of Southampton School of Management,
Mark Lazerson, visiting professor, Department of Management
Sciences, University of Bologna, and Faculty of Management and
Economics, Catholic University of Oporto,
Portugal,
Benyamin B. Lichtenstein, assistant professor of management and entrepreneurship, University of Massachusetts, Boston,
Alessandro Lomi, Professor of Economics and Management, Faculty of Economics, University of Lugano (CH), and Professor of Organization Theory and Behavior, Department of Management Sciences, University of Bologna (Italy), and Senior Research Fellow, School of Behavioral Science, University of Melbourne (Australia),
Gianni Lorenzoni, Professor of Strategic Management, Bologna University,
Richard C. Lamming,
Nuzhat Lotia, Manager, Islamic Women's Welfare Council of Victoria Inc.,
Myrna P. Mandell, Professor Emeritus, California State University, Northridge, and an Adjunct Faculty, School
of Management, Queensland University of Technology, Brisbane, Australia,
H. Brinton Milward, Providence Service Corporation Chair in Public Management, University of Arizona,
Janine Nahapiet, Associate Fellow of Templeton College, University of Oxford,
Giacomo Negro, Senior Lecturer of Strategy, Durham Business School, Durham University (UK),
Bart Nooteboom, Professor of Innovation Policy, Tilburg University,
Leon Oerlemans, Professor of Organisational Dynamics, Department of Organisation Studies, Tilburg University, the Netherlands and Extraordinary Professor, Economics of Innovation, Department of Engineering and Technology Management, University of Pretoria, South Africa,
Ian Palmer, Associate Dean, (Research)
and Professor of Management, University of Technology, Sydney,
Keith G. Provan, McClelland Professor, Eller College of Management, University of Arizona,
Douglas Reid, Assistant Professor, Queen's School of Business, Queen's University, Ontario, Canada,
Jodi Sandfort, Associate Professor, Humphrey Institute of Public Affairs, University of Minnesota,
Peter Smith Ring, Professor of Strategic Management, College of Business Administration, Loyola Marymount University, and International Visiting Fellow, ESRC/EPSRC Advanced Institute of Management Research,
Sandra Schruijer, Professor of Organization Sciences, Utrecht School of Governance, University of Utrecht, and Professor of Organizational Psychology, TiasNimbas Business
School, Tilburg University, The Netherlands,
Jörg Sydow, Professor of Management, Free University of Berlin,
Henry Wai-chung Yeung, Professor of Economic Geography, National University of Singapore,
Akbar (Aks) Zaheer, Curtis L. Carlson Chair in Strategic Management, Carlson School of Management, University of Minnesota.
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Section I: Introduction
1: Steve Cropper, Mark Ebers, Chris Huxham, and Peter Smith Ring: Introducing Inter-organizational Relations
Section II: Manifestations of Inter-organizational Relations
2: Mark H. Lazerson and Gianni Lorenzoni: Transforming Industrial Distrcits: How Leading Firms are Escaping the Manufacturing Cage
3: Thomas E. Johnsen, Richard C. Lamming and Christine M. Harland: Inter-organizational Relationships, Chains and Networks: A Supply Perspective
4: Tina Dacin, Douglas Reid, and Peter Smith Ring: Alliances and Joint Ventures: The Role of Partner Selection from an Embeddedness Perspective
5: Erik-Hans Klijn: Policy and Implementation Networks: Managing Complex Interactions
6: Jodi Sandfort and H. Brinton Milward: Collaborative Service Provision in the Public Sector
7: Myrna P. Mandell and Robyn Keast: Voluntary and Community Sector Partnerships: Current Inter-organizational Relations and Future Challenges
8: Mike Geddes: Inter-organizational Relationships in Local and Regional Development Partnerships
9: Candace Jones and Benyamin B. Lichtenstein: Temporary Inter-organizational Projects: How Temporal and Social Embeddedness Enhance Coordination and Manage Uncertainty
10: Pamsy P. Hui, Nils O. Fonstad and Cynthia M. Beath: Technology Service Inter-organizational Relationships: An Agenda for Information Technology Service Sourcing Research
Section III: Theoretical and Disciplinary Perspectives on the Study of Inter-organizational Relations
11: Patrick Kenis and Leon Oerlemans: The Social Network Perspective: Understanding the Structure of Cooperation
12: Alessandro Lomi, Giacomo Negro, and Fabio Fonti: Evolutionary Perspectives on Inter-organizational Relations
13: Jean-François Hennart: Transaction Costs Perspectives on Inter-organizational Relations
14: Nuzhat Lotia and Cynthia Hardy: Critical Perspectives on Collaboration
15: Paul Hibbert, Chris Huxham, and Peter Smith Ring: Managing Collaborative Inter-organizational Relations
16: Sandra G.L. Schruijer: The Social Psychology of Inter-organizational Relations
17: David Knoke and Xinxiang Chen: Political Perspectives on Inter-organizational Networks
18: Henry Wai-chung Yeung: Perspectives on Inter-organizational Relations in Economic Geography
19: Peter Smith Ring: Theories of Contract and their use in Studying Inter-organizational Relations: Sociological, Psychological, Economic, Management, and Legal
Section IV: Key Topics in Inter-organizational Research
20: Reinhard Bachmann and Akbar Zaheer: Trust in Inter-organizational Relations
21: Chris Huxham and Nic Beech: Inter-Organizational Power
22: Janine Nahapiet: The Role of Social Capital in Inter-organizational Relationships
23: Bart Nooteboom: Learning and Innovation in Inter-organizational Relationships and Networks
24: Steve Cropper and Ian Palmer: Change, Dynamics, and Temporality in Inter-organizizational Partnerships
25: Barbara Gray: Intervening to Improve Inter-organizational Partnerships
26: Keith G. Provan and Joerg Sydow: Evaluating Inter-organizational Relationships
Section V: Conclusion
27: Steve Cropper, Mark Ebers, Chris Huxham and Peter Smith Ring: The Field of Inter-organizational Relations: A Jungle or an Italian Garden?
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The specification in this catalogue, including without limitation price, format, extent, number of illustrations, and month of publication, was as accurate as possible at the time the catalogue was compiled. Occasionally, due to the nature of some contractual restrictions, we are unable to ship a specific product to a particular territory. Jacket images are provisional and liable to change before publication.
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