Endnotes

Chapter 16 - Interorganizational Relationships, Strategic Alliances, and Networks: The Role of Communication Systems and Information Technologies
Managing IT in Government, Business & Communities
by Gerry Gingrich (ed)
Idea Group Publishing 2003

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¹ Child and Faulkner (1998) listed four categories of perspectives for IOR: economics, game theory, strategic-management theory, and organization theory. In addition, they broke economics down into market-power theory, transaction theory, agency theory, and increasing-return theory; and also broke organization theory down into resource dependence and organization of alliance.

² In MIT's research program on the management in the 1990s, Scott Morton (1991) listed the following six major findings of the research:

• IT is enabling fundamental changes in the way work is done

• IT is enabling the integration of business function at all levels within and between organizations

• IT is causing shifts in the competitive climate in many industries

• IT presents new strategic opportunities for organizations that reassess their missions and operations

• Successful application of IT will require changes in management and organizational structure

• A major challenge for management in the 1990s will be to lead their organizations through the transformation necessary to prosper in the globally competitive environment

³ Hall (1991) took up "general environment characteristics" as an important element of the framework for IOR analysis. Based on Aldrich's research (1979) on important dimensions of general environment, he listed turbulence, environmental complexity, homogeneous-heterogeneous, environmental capacity, stability-instability, and concentration-dispersion, as important dimensions of general environment

⁴ Evan (1966) introduced the concept of "organization sets" as the framework for IOR analysis by adopting Merton's role sets (1957) to IOR. He illustrated the relationships between organizations by using three basic elements: focal organization, input organization sets (supply resources to focal organization), and output organization sets (receive products from focal organization).

⁵ In this chapter, I use Porter's "forces driving industry competition" (1981) for an analytical framework of competition, and the concept of "strategic alliance" (Lewis 1990, 1995; Yoshino and Rangan, 1995; Gomez-Casseres, 1996; Doz and Hamel 1998) for analytical framework of cooperation. By the way, Yamada and Arakawa (1988) introduced the strategic alliance as a strategy for neutralizing competitors by using Porter's above models.

⁶ Brandenburger and Nalebuff (1997) created "Value-net" as a tool for analyzing relationships, and illustrated the relationships among the focal organization and its stakeholders. Generally these relationships consist of five parties: the focal firm, its suppliers, customers, competitors, and complementors. They regarded such competition and cooperation in the market as the "game," and listed players, added values, rules, tactics, and scope as five elements of the game (called "PARTS" by taking the capital letter of the name of each tools). And they analyzed the game of competition and cooperation in the market through various case studies.

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