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Journal articles on the topic 'Inter-organisational relationships'

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Published: 4 June 2021

Last updated: 20 February 2023

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1

Walker, Rae, Sally Mitchell, and Maria Wright. "Inter-Organisational Relationships of Community Health Centres." Australian Journal of Primary Health 3, no. 4 (1997): 18. http://dx.doi.org/10.1071/py97036.

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It is often argued that community based health organisations ought to have substantial links with other organisations in their local environment in order to provide integrated, accountable clinical and preventive services. This paper reports results from a study of the links forged by staff working in four community health centres in Victoria, Australia. The pattern of links between organisations is described and their functions explored. The perceptions of community health workers and their network partners in the other organisations are compared and the strategies used by the workers to establish and build their links identified. It can be argued that links with external organisations are important in community health practice and are valued by the organisations with which the centres establish links. They have, however, received very little attention within or without the field of community health. They are taken for granted, rarely discussed, and as often inhibited as facilitated by the structures within which community health centres operate. Consequently, a great deal of valuable community health work remains unacknowledged, potentially underdeveloped and undervalued. It has not been made clear how education can best support community health staff in this aspect of their work.

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Varoutsa, Evangelia, and Robert W. Scapens. "Trust and control in evolving inter-organisational relationships." Accounting, Auditing & Accountability Journal 31, no. 1 (January 15, 2018): 112–40. http://dx.doi.org/10.1108/aaaj-02-2013-1218.

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Purpose The purpose of this paper is to contribute to debates about the relationship between trust and control in the governance of inter-organisational relationships. In particular, the authors focus on the question of how the relationship between trust and control shifts over time. Design/methodology/approach An in-depth case study was conducted in a company operating in the aerospace industry. The authors aim to understand this company’s practices and, at the same time, to use the case study to deepen the knowledge of the complex trust/control nexus. The authors follow the changes in the relationship between trust and control as the company restructured its supply chain, and discuss issues which it had to address in the later phases of the supply chain restructuring. Findings The paper illustrates the duality of the trust/control nexus. The authors show how the studied company coped with the complex relationships with its suppliers as collaboration increased. The authors identify particular control mechanisms that the company developed to manage such complexity, such as a supplier strategy and a relationship profile tool. Research limitations/implications The paper studies supply chain restructuring and the changing relationship of trust and control over time only from the perspective of the assembler/manufacturer which “owns”/manages the supply chain. Originality/value The authors observe a move from inter-personal trust to inter-organisational trust. Furthermore, the authors illustrate how managers can intervene to maintain and stabilise trust and ensure that trust and control do not degrade or escalate beyond desirable levels.

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Shortt, Richard. "Inter-organisational Relationships Addressing Transnational Criminality: Suggested Benchmarks." European Journal of Policing Studies 4, no. 3 (March 2017): 299–324. http://dx.doi.org/10.5553/ejps/2034760x2017004003003.

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Cantù, Chiara, Renato Fiocca, and Ivan Snehota. "Inter and intra organisational consequences of business relationships." MERCATI E COMPETITIVITÀ, no. 1 (March 2013): 9–12. http://dx.doi.org/10.3280/mc2013-001002.

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Carlsson-Wall, Martin, Kalle Kraus, and Johnny Lind. "Strategic management accounting in close inter-organisational relationships." Accounting and Business Research 45, no. 1 (December 2, 2014): 27–54. http://dx.doi.org/10.1080/00014788.2014.965128.

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Isada, Fumihiko. "An Empirical Study on Inter-Organisational Network Structures for Connected Cars." ENTRENOVA - ENTerprise REsearch InNOVAtion 7, no. 1 (December 8, 2021): 332–42. http://dx.doi.org/10.54820/nvfq4387.

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This study aimed to empirically examine whether rapid changes in the technological environment affect inter-organisational relationships. In the automotive industry, the advantage of cohesive and vertically integrated inter-organisational relationships has been pointed out conventionally. The development of connected cars, which can communicate bidirectionally with other systems outside the car, is eliciting significant changes in the traditional automotive products and the industry structure — changes generally associated with the automotive product structure moving closer to IT products. The aim was to empirically clarify what kind of network structure of inter-organisational relations firms are growing with changes in industrial structure by creating a database of actual firm behavior. The database was analyzed using the social network analysis method, and the characteristics of growing firms’ organisational network structure were extracted. Besides the traditional integrated inter-organisational relationships, the results show that there is a mixture of inter-organisational relationships with different characteristics of growth firms. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

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Kito, Tomomi, Nagi Moriya, and Junichi Yamanoi. "Inter-organisational patent opposition network: how companies form adversarial relationships." Japanese Economic Review 72, no. 1 (October 30, 2020): 145–66. http://dx.doi.org/10.1007/s42973-020-00057-5.

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AbstractMuch of the research on networks using patent data focuses on citations and the collaboration networks of inventors, hence regarding patents as a positive sign of invention. However, patenting is, most importantly, a strategic action used by companies to compete with each other. This study sheds light on inter-organisational adversarial relationships in patenting for the first time. We constructed and analysed the network of companies connected via patent opposition relationships that occurred between 1980 and 2018. A majority of the companies are directly or indirectly connected to each other and hence form the largest connected component. We found that, in the network, many companies disapprove patents in various industrial sectors as well as those owned by foreign companies. The network exhibits heavy-tailed, power-law-like degree distribution, and assortative mixing. We further investigated the dynamics of the formation of this network by conducting a temporal network motif analysis, with patent co-ownership among the companies being considered. By regarding opposition as a negative relationship and patent co-ownership as a positive relationship, we analysed where collaboration may occur in the opposition network and how such positive relationships would interact with negative relationships. The results identified the structurally imbalanced triadic motifs and the temporal patterns of the occurrence of triads formed by a mixture of positive and negative relationships. Our findings suggest that the mechanisms of the emergence of the inter-organisational adversarial relationships may differ from those of other types of negative relationships, hence necessitating further research.

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Ghazali, Norfazlina. "Sport Sponsorships: Employee attitudes, Organizational Identification and Inter - Organizational Citizenship." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 3, no. 2 (December 31, 2017): 1. http://dx.doi.org/10.24191/abrij.v3i2.10091.

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The objective of this research is to explore the nature and prevalence of inter-organisationalcitizenship behaviours within a sponsorship-rights holder relationship. This research willconceptualise sponsorship as an inter-organisational relationship and investigate how thisinter-organisational relationship impacts the employees of sponsors’ organisation. Recentstudies emphasize that understanding the mechanics of sports sponsorship is critical to itssuccess. However, there is a lack of research investigating sponsorships as an interorganisationalrelationship. This is a gap that would be valuable to fill, because an understanding of inter-organisational relationship principles would assist both sponsors and rights holders to initiate and develop more effective sponsorship relationships. Exploring the phenomenon in Malaysia as the research setting, this study will focus the sponsorship in the football industries in Malaysia.

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Møller, Morten M., John Johansen, and Harry Boer. "Managing buyer‐supplier relationships and inter‐organisational competence development." Integrated Manufacturing Systems 14, no. 4 (June 2003): 369–79. http://dx.doi.org/10.1108/09576060310469743.

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Babiak, Kathy, and Lucie Thibault. "Managing inter-organisational relationships: the art of plate spinning." International Journal of Sport Management and Marketing 3, no. 3 (2008): 281. http://dx.doi.org/10.1504/ijsmm.2008.017193.

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Driss, Essabbar, Maria Zrikem, and Marc Zolghadri. "Modelling and analysing of power in inter-organisational relationships." International Journal of Value Chain Management 8, no. 3 (2017): 207. http://dx.doi.org/10.1504/ijvcm.2017.086837.

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Driss, Essabbar, Marc Zolghadri, and Maria Zrikem. "Modelling and analysing of power in inter-organisational relationships." International Journal of Value Chain Management 8, no. 3 (2017): 207. http://dx.doi.org/10.1504/ijvcm.2017.10008002.

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Mafini, Chengedzai. "Predicting Organisational Performance Through Innovation, Quality And Inter-Organisational Systems: A Public Sector Perspective." Journal of Applied Business Research (JABR) 31, no. 3 (May 4, 2015): 939. http://dx.doi.org/10.19030/jabr.v31i3.9227.

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There remains a constant need for further empirical research on organisational performance in the public sector, in a bid to generate current and relevant solutions. Such an approach could be a panacea for performance-related problems that continue to affect public organisations in developing countries. The purpose of this study was to examine the relationship between organisational performance and three input factors; namely, innovation, inter-organisational systems and quality. A quantitative approach using the survey method was used in which a questionnaire was administered to 272 randomly selected managers and employees of a South African government department. Data were analysed using a combination of descriptive and non-parametric statistics. Spearmans rho was used to measure the strength of the relationships and regression analysis was used to measure the extent to which the input factors predicted organisational performance. Spearmans correlations showed strong positive relationships between organisational performance and all three factors while regression analysis also revealed that the three factors predicted organisational performance. The study is significant in that managers in public organisations can use the findings as a diagnostic tool in performance problems, with a view to enhance organisational performance among public sector organisations.

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Jacobs, Shaundre, Veerle De Bosscher, and Ranel Venter. "Inter-organisational Relationships between Governmental Stakeholders in South African elite sport: Resource dependency and inter-organisational theoretical perspectives." International Journal of Sport Policy and Politics 13, no. 1 (January 2, 2021): 123–42. http://dx.doi.org/10.1080/19406940.2021.1877171.

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Rooney, Jim, and Yiyuan Cao. "Outsourced supply chains as a complex adaptive system." Meditari Accountancy Research 27, no. 2 (April 8, 2019): 170–95. http://dx.doi.org/10.1108/medar-02-2018-0296.

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PurposeFirms in the early stage of their organisational lifecycle (ESFs) are subject to concerns founded on a requirement for strategic flexibility, prompting engagement in inter-organisational relationships such as outsourcing. However, studies of the management control dynamics of these relationships are rare. This paper aims to respond by empirically examining the influence of ESF managers on the ongoing management control of such relationships.Design/methodology/approachA single outsourcing case study is utilised to provide evidence in examining a multi-theoretical framework that adopts a complex adaptive system (CAS) perspective as a qualitative analytical framework, along with the existing accounting theory on control adoption.FindingsFocused on management concerns with tensions between inter-organisational control and strategic flexibility, this paper identifies reasons for the adoption of management controls by an ESF. The inter-organisational system explored in this paper emphasises the importance of adopting a holistic epistemology in understanding changes in control adoption.Research limitations/implicationsThis paper extends current theoretical perspectives on control adoption to consider the inter-organisational control concerns of ESF managers.Practical implicationsThe insights identified in this paper provide a systemic framework to identify potential organisational and environmental influences on control problems, emphasising environmental co-evolution rather than achievement of ideal equilibrium states.Originality/valueThe intended contribution is to extend the management control literature to consider the effect of organisational lifecycle on the adoption of new inter-organisational management controls in the wake of ongoing trade-off between competing inter-organisational requirements.

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Laing, Angus W., and Paul C. S. Lian. "Inter‐organisational relationships in professional services: towards a typology of service relationships." Journal of Services Marketing 19, no. 2 (March 2005): 114–28. http://dx.doi.org/10.1108/08876040510591420.

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Wang, Bill, Yuanfei Kang, Paul Childerhouse, and Baofeng Huo. "Interpersonal and inter-organizational relationship drivers of supply chain integration." Industrial Management & Data Systems 118, no. 6 (July 9, 2018): 1170–91. http://dx.doi.org/10.1108/imds-05-2017-0216.

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Purpose The purpose of this paper is to examine how interpersonal relationships (IPRs) and inter-organisational relationships (IORs) interact with each other as driving forces of supply chain integration (SCI). More specifically (the) three dimensions of IPR – personal affection, personal credibility, and personal communication – are examined in regards to how they affect inter-organisational relationships during SCI. Design/methodology/approach The research employed an exploratory multiple case study approach with four New Zealand case companies selected as the empirical basis. Data were collected through semi-structured interviews of managerial executives in relation to supply chain activities, which were triangulated with company archival data. Findings The authors found that IPRs are able to interact with IORs to influence the integration of supply chains. More specifically, IPRs influence IORs by initiating organisational relationships in the SCI context; and influences from IPR dimensions on IORs tend to be of differing magnitudes and have different evolutional paths across the whole SCI process. Originality/value This research contributes to knowledge about the roles and mechanisms through which IPRs shape and enable inter-organisational level relationships within the SCI context.

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Dooley, Lawrence, and Claire Gubbins. "Inter-organisational knowledge networks: synthesising dialectic tensions of university-industry knowledge discovery." Journal of Knowledge Management 23, no. 10 (December 9, 2019): 2113–34. http://dx.doi.org/10.1108/jkm-06-2018-0343.

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Purpose Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks. This paper aims to explore the evolving dialectic tensions evident within an inter-organisational relationship and the governance consideration to optimise the knowledge process. Design/methodology/approach A longitudinal case of a university-industry knowledge network is selected for study. The single case analysis aligns with the dialectical epistemology, which dismisses the expectation of homogeny or constancy across network cases. Findings The research highlights the circular condition between dialectic tensions evident within inter-organisational relations and the governance mechanisms developed to synthesis the network knowledge discovery capability. The research shows that these tensions are a natural part of the network existence and often advantageous to knowledge creation. The research also highlights that governance is required at multiple levels within the network entity to optimise knowledge exchange and discovery. Originality/value The research adds to the limited application of dialectical thinking to inter-organisational networks. It highlights the structural and relational governance mechanisms that interplay to optimise their knowledge process capability. The research also highlights the multiple levels within networks at which tensions can originate, requiring knowledge governance at the micro, meso and macro level to address the complexity of the inter-organisational relationship. This research provides a better understanding of how knowledge within inter-organisational relations can be managed for mutual benefit and value creation.

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Farrugia, Danielle Martine, Silvia Leonor Vilches, and Alexander Gerber. "Effective inter-organisational networks for Responsible Research and Innovation and global sustainability: a scoping review." Open Research Europe 1 (July 20, 2022): 144. http://dx.doi.org/10.12688/openreseurope.13796.2.

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Background: Achieving the United Nations Sustainable Development Goals (SDGs) is beyond the capacity of any single organisation. The model for Responsible Research and Innovation (RRI) includes principles of engaging stakeholders and suggests that an engaged, multi-sectoral approach hold promise to mobilise humanity to solve complex and urgent global issues. Methods: This scoping review explores the characteristics of effective and sustainable inter-organisational networks for fostering RRI in service of the SDGs. An inductive-deductive search of prior studies (1990-2020), with the exception of Benson’s (1975) seminal work was conducted, which focused on strategies to initiate and maintain inter-organisational networks relevant to the implementation of RRI and/or SDGs. The search began with themes derived from prior network theory, focusing on: (a) the type and function of networks; (b) the aims and vision; and (c) the relationships between networks and network members. In total, 55 articles on inter-organisational network theory were included for the final analysis. Results: Results are reported under themes of: (1) Effectiveness, Sustainability, and Success; (2) Governance and Management; and (3) Network Relationship. Network structures, forms of management and funding are linked to sustainable networks. Potential threats include power imbalances within networks, and internal and external factors that may affect relationships at network and community levels. Few studies examine diversity or cultural viewpoints. Studies highlight the benefits of networks such as enhancing knowledge sharing among researchers, practitioners, and other stakeholders. Conclusions: The effectiveness of the managerial structure may be observed as outputs of the intention and values of an inter-organisational network. Our review demonstrates that a global inter-organisational network approach is achievable. Such a network would have many benefits, including allowing organisations to be responsive and flexible towards change and innovation. Keywords RRI, SDGs, network theory, inter-organisational networks, governance, trust

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Siemieniako, Dariusz, Krzysztof Kubacki, and Maciej Mitręga. "Inter-organisational relationships for social impact: A systematic literature review." Journal of Business Research 132 (August 2021): 453–69. http://dx.doi.org/10.1016/j.jbusres.2021.04.026.

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Koghut, Maksym, Omar Al-Tabbaa, Soo Hee Lee, and Martin Meyer. "A Blockchain-based inter-organisational relationships: Social and innovation implications." Academy of Management Proceedings 2021, no. 1 (August 2021): 14553. http://dx.doi.org/10.5465/ambpp.2021.14553abstract.

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Karkkainen, Hannu, and Jukka Hallikas. "Decision making in inter-organisational relationships: implications from systems thinking." International Journal of Technology Management 33, no. 2/3 (2006): 144. http://dx.doi.org/10.1504/ijtm.2006.008308.

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Jamali, Dima, and Tamar Keshishian. "Agility, knowledge management, and organisational learning: synergies and inter-relationships." International Journal of Agile Systems and Management 1, no. 2 (2006): 133. http://dx.doi.org/10.1504/ijasm.2006.010946.

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Gander, Jonathan, and Alison Rieple. "Inter-organisational Relationships in the Worldwide Popular Recorded Music Industry." Creativity and Innovation Management 11, no. 4 (December 2002): 248–54. http://dx.doi.org/10.1111/1467-8691.00256.

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Payan, Janice M., and Göran Svensson. "Co-operation, coordination, and specific assets in inter-organisational relationships." Journal of Marketing Management 23, no. 7-8 (September 17, 2007): 797–813. http://dx.doi.org/10.1362/026725707x230045.

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Cousins, Paul D. "A conceptual model for managing long-term inter-organisational relationships." European Journal of Purchasing & Supply Management 8, no. 2 (June 2002): 71–82. http://dx.doi.org/10.1016/s0969-7012(01)00006-5.

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Łobejko, Hanna. "How small and medium-sized family enterprises in the tourism sector develop inter-organisational relationships: a case study." Studia Periegetica 38, no. 2 (July 14, 2022): 81–102. http://dx.doi.org/10.5604/01.3001.0015.9824.

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The purpose of this article is to identify factors influencing the way small and medium-sized family enterprises in the tourism sector form and maintain inter-organisational cooperation and evaluate their importance. The study is based on qualitative data collected during 19 standardised in-depth interviews with representatives of family businesses operating in the Podhale region, one of Poland’s major mountain destinations. The study’s conceptual framework is based on Christine Oliver’s determinants of relationship formation, which affect the way businesses establish inter-entity cooperation and achieve extended social embeddedness. Factors identified by the author include resource disparity, reciprocity, efficiency, stability, and formal elements. The study contributes to the literature on inter-organisational relationships by providing insights about the determinants of inter-entity cooperation in the SME sector and the functioning of family firms in Poland.

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Massaro, Maurizio, Andrea Moro, and Mike Lucas. "Approcci formali e informali al controllo negli innovation network. La relazione tra Leve del Controllo e Fattori della Fiducia." MANAGEMENT CONTROL, no. 1 (May 2012): 27–54. http://dx.doi.org/10.3280/maco2012-001003.

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In recent years, there has been a significant increase in inter-organisational collaboration resulting in the emergence of hybrid organisational forms. This has led to recognition that management control can no longer be confined to the boundaries of a single organisation. Management control systems (MCS) must encompass networks of organisations. Inter-organisational relationships require both formal and informal controls. The latter are essentially mechanisms for encouraging self regulation. Significant among these mechanisms is trust. In inter-organisational collaborations high levels of trust can impact on the nature and the role of MCS. This paper elaborates a model of the link between the constituents of trust (trust factors) and the design of the MCS. We show how different trust factors (ability, benevolence, integrity) impact on different MCS' approaches (belief, boundary, diagnostic and interactive systems) using Simon's (1995) levers of control framework. The model demonstrates that an understanding of these relationships, especially in the innovation networks, can help managers employ the most suitable approach to management control in organisational network.

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Storer, Christine, Geoffrey Soutar, Jacques Trienekens, Adrie Beulens, and Mohammed Quaddus. "Dynamic modelling of inter-organisational information management systems and relationships in food chains." Journal on Chain and Network Science 4, no. 1 (June 1, 2004): 55–71. http://dx.doi.org/10.3920/jcns2004.x042.

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It is agreed that good communication systems between organisations increase customer satisfaction and relationship behaviour. However, less is known about the details of how information is used to manage relationships. Theories that have been found have either been tested on non-perishable goods or on small case studies. In earlier stages of the research, a dynamic model of inter-organisational information management systems (IOIMS) and relationships was developed based on a netchain case study. This paper presents an evaluation of this model based on a survey of Australian food processors and a green life industry case study. Both studies found that the environment (power, dependency and market uncertainty) had a significant influence on (attitudinal) commitment to develop long-term customer/supplier relationships. In addition, the nature of the IOIMS was associated with perceived current outcomes (satisfaction with performance, perceived responsiveness and strength of relationship trust). However, commitment to develop long-term customer supplier relationships was not significantly associated with the IOIMS. Conclusions were more doubtful about the association between the business environment and the IOIMS and perceived current outcomes. Suggestions for future research are made.

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Capone, Francesco, and Vincenzo Zampi. "Proximity and centrality in inter-organisational collaborations for innovation." Management Decision 58, no. 2 (November 22, 2019): 239–54. http://dx.doi.org/10.1108/md-01-2019-0086.

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Purpose The purpose of this paper is to investigate the impact of the different drivers of the establishment of innovation relationships in an aerospace cluster. In particular, the work investigates the impact of the various forms of proximity in the formation of inter-organisational collaborations for innovation. Design/methodology/approach The analysis is based on primary data collected through interviews and questionnaires on innovation collaborations, administered to all the firms operating in the aerospace cluster in Tuscany. The work applies social network analysis and Exponential Random Graph Models to analyse the forces that drive inter-organisational collaborations for innovation. Findings Results confirm the importance of geographical proximity in the formation of ties in the cluster, but social proximity is one of the main drivers for tie formation. Reciprocity shows that companies develop innovations in a reciprocal way and that most relationships are bidirectional. Triadic closure is also relevant, where the role played by trust and previous relationships is evident. Finally, hierarchy network processes are underlined, where the most central actors of the network are the most popular confirming a processes of preferential attachment. The central organisations gradually are more important, whereas the marginal ones are left in the periphery. Originality/value The work presents some novelties. First, it measures the different impacts of the various forms of proximity together with more advanced measures of network analysis. It allows pointing out the relevance of a firm’s network position in clusters and the fact that clusters assume hierarchical structures similar to centre-periphery networks, where most relevant nodes are in the inner core and marginal organisations are relegated.

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LUOMA, TUIJA, JAAKKO PAASI, and KATRI VALKOKARI. "INTELLECTUAL PROPERTY IN INTER-ORGANISATIONAL RELATIONSHIPS — FINDINGS FROM AN INTERVIEW STUDY." International Journal of Innovation Management 14, no. 03 (June 2010): 399–414. http://dx.doi.org/10.1142/s1363919610002702.

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The paper describes findings from an interview study about intellectual property management practices in inter-organisational relationships. A total of 40 companies and public organisations in Finland and in the Netherlands were studied using semi-structured face-to-face interviews. The organisations represented different sizes and fields of industry. About 90% of the interviewed companies collaborated in their innovation efforts. However, the companies generally mentioned that the management of intellectual property and knowledge is very challenging when other actors are involved in parts of the innovation development process. Confidentiality agreements are typically used to ensure knowledge protection in these relationships. Patenting is important for about half of the companies, but joint patenting is not a common practice. Companies in Finland and in the Netherlands are seen to behave very similarly with regards to the collaboration activities and intellectual property (IP) management in these relationships.

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Ojanen, Ville, and Jukka Hallikas. "Inter-organisational routines and transformation of customer relationships in collaborative innovation." International Journal of Technology Management 45, no. 3/4 (2009): 306. http://dx.doi.org/10.1504/ijtm.2009.022655.

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Makipaa, Marko. "On cooperative inter-organisational relationships: historical grounds and levels of cooperation." International Journal of Enterprise Network Management 2, no. 2 (2008): 105. http://dx.doi.org/10.1504/ijenm.2008.016594.

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Lin, Hsin Mei, Heng Chiang Huang, and Sheng Ya Tseng. "Influences of inter-organisational relationships in technology diffusion: the network perspective." World Review of Science, Technology and Sustainable Development 8, no. 1 (2010): 62. http://dx.doi.org/10.1504/wrstsd.2010.033314.

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Cunningham, Ian. "Mobilising workers within inter-organisational relationships in the UK voluntary sector." Industrial Relations Journal 39, no. 3 (May 2008): 191–211. http://dx.doi.org/10.1111/j.1468-2338.2007.00484.x.

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Cousins, Paul D., and Robert Spekman. "Strategic supply and the management of inter- and intra-organisational relationships." Journal of Purchasing and Supply Management 9, no. 1 (January 2003): 19–29. http://dx.doi.org/10.1016/s1478-4092(02)00036-5.

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Bebbington, Anthony, and John Farrington. "Governments, NGOs and agricultural development: Perspectives on changing inter‐organisational relationships." Journal of Development Studies 29, no. 2 (January 1993): 199–219. http://dx.doi.org/10.1080/00220389308422270.

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Lewicka, Dagmara, and Agnieszka Freda Zakrzewska-Bielawska. "Trust and distrust in interorganisational relations—Scale development." PLOS ONE 17, no. 12 (December 16, 2022): e0279231. http://dx.doi.org/10.1371/journal.pone.0279231.

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Trust and distrust are considered as crucial elements in the management of hybrid interorganisational relationships with a view to helping to deal with their uncertainty and unpredictability. In this regard this paper seeks to conceptualize and clarify the interorganisational element of organizational trust and distrust and develop scales on which to measure it. The dimensions of the constructs have been tested on a sample of 400 respondents owners or top management on a representative sample by employment size. The research also attempts to identify the relationship between trust and distrust in inter-organisational relations. As a result of the research approach adopted, a one-dimensional scale for examining inter-organisational trust has been developed, as well as a two-dimensional scale for examining distrust in inter-organisational relations. The measurement scales developed and their validation conducted in this study represent a step forward towards the effective and reliable measurement of interorganisational trust and distrust. This is one of the few attempts at empirical verification of these constructs and the relationship between them, providing a comprehensive, operationally valid measure of interorganisational trust and distrust.

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Leung, Nelson K. Y., Sim Kim Lau, and Nicole Tsang. "An Ontology-Based Collaborative Inter-Organisational Knowledge Management Network (CIK-NET)." Journal of Information & Knowledge Management 12, no. 01 (March 2013): 1350005. http://dx.doi.org/10.1142/s0219649213500056.

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Ontologies are widely used to represent knowledge explicitly but it is impractical to expect all individuals and organisations to agree on using one or a small subset of ontologies. The adoption of multiple ontologies causes ontology mismatches which make their inherent vocabularies and relationships become inconsistent, resulting in difficulty for one system to understand and reuse these ontologies. To achieve knowledge sharing and reuse, ontology mediation is required to reconcile mismatches between heterogeneous ontologies. In this paper, we investigate the application of ontology in knowledge management (KM). Many KM approaches have been developed with the purpose of managing organisational knowledge. However, these approaches only focus on managing intra-organisational knowledge, which is inadequate in current business environment because users are often required to access inter-organisational knowledge to complete their tasks. These approaches also fail to collaborate with each other as their designs are based on their own business and KM requirement in managing organisational knowledge. We argue that ontology and its mediation methods can be used to overcome limitation of non-collaborative problem in which individual organisation is unable to reuse inter-organisational knowledge. An ontology-based inter-organisational KM network is therefore proposed to allow organisations accessing and retrieving inter-organisational knowledge of common domain.

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Farrugia, Danielle Martine, Silvia Leonor Vilches, and Alexander Gerber. "Effective inter-organisational networks for Responsible Research and Innovation and global sustainability: a scoping review." Open Research Europe 1 (November 30, 2021): 144. http://dx.doi.org/10.12688/openreseurope.13796.1.

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Background: Achieving the United Nations Sustainable Development Goals (SDGs) is beyond the capacity of any single organisation. The principles of engaging stakeholders suggest that an engaged, multi-sectoral approach, such as described in models of Responsible Research and Innovation (RRI), hold promise to mobilise humanity to solve complex and urgent global issues. Methods: This scoping review explores the characteristics of effective and sustainable inter-organisational networks for fostering RRI in service of the SDGs. The review focuses on strategies to initiate and maintain international communities of practice relevant to the implementation of RRI and/or SDGs. The search began with themes derived from prior network theory, focusing on: (a) the type and function of networks; (b) the aims and vision; and (c) the relationships between networks and network members. In total, 55 articles on inter-organisational network theory were included for the final analysis. Results: Results are reported under themes of: (1) Effectiveness, Sustainability, and Success; (2) Governance and Management; and (3) Network Relationship. Network structures, forms of management and funding are linked to sustainable networks. Potential threats include power imbalances within networks, and internal and external factors that may affect relationships at network and community levels. Few studies examine diversity or cultural viewpoints. Studies highlight the benefits of networks such as enhancing knowledge sharing among researchers, practitioners, and other stakeholders. Conclusions: The effectiveness of the managerial structure may be observed as outputs of the intention and values of an inter-organisational network. Our review demonstrates that a global inter-organisational network approach is achievable. Such a network would have many benefits, including allowing organisations to be responsive and flexible towards change and innovation.

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Lepistö, Sinikka, Justyna Dobroszek, Lauri Lepistö, and Ewelina Zarzycka. "Controlling outsourced management accounting to build legitimacy." Qualitative Research in Accounting & Management 17, no. 3 (April 16, 2020): 435–63. http://dx.doi.org/10.1108/qram-05-2019-0062.

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Purpose This paper aims to explore controls within an inter-organisational relationship involving outsourced management accounting services from the contractor’s perspective. Design/methodology/approach Qualitative data from within the relationship are analysed in a legitimacy-theory framework, illustrating how controls within the relationship are intended to build the contractor’s legitimacy and what kinds of implications the controls have in relation to conflicts between interests inherent in the relationship. Findings The legitimacy perspective clarifies that while controls are aimed at ensuring efficiency for the client, they may also provide symbolic displays of the appropriateness of the contractor’s actions both at an inter-organisational level for the client and at an individual level for the contractor’s employees. While the contractor intends to build legitimacy with the client by demonstrating utility in the form of efficiency, the process also gives the client influence and allows the disposition in terms of shared values to be demonstrated. However, this process has some negative consequences for the contractor’s employees as it is insufficient for serving the boundary-spanning employees’ interests connected with the nature of their work. Hence, the same controls need to yield benefits and fair outcomes for employees. The controls simultaneously foster interconnections that contribute to permanence and formalise the outsourcing of complex services, thereby rendering such processes comprehensible and transferable to other settings, which can be seen to serve the contractor’s continuity interests. Originality/value The paper contributes to academic research by illustrating how controls within inter-organisational relationships not only steer boundary-spanners’ work to conform to a client’s needs but may also help to build legitimacy via symbolic properties in the presence of conflicting interests at both an inter-organisational and individual level. It specifically highlights the important role of boundary-spanners lower in the organisational structure, who both affect and are influenced by the intentions to build legitimacy with the client.

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Wang, Fei, Jing Zhao, and LeWei Hu. "IT-enabled inter-organisational relationships and collaborative innovation: integration of IT design and relationships governance." International Journal of Networking and Virtual Organisations 20, no. 1 (2019): 14. http://dx.doi.org/10.1504/ijnvo.2019.096610.

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Hu, LeWei, Fei Wang, and Jing Zhao. "IT-enabled inter-organisational relationships and collaborative innovation: integration of IT design and relationships governance." International Journal of Networking and Virtual Organisations 20, no. 1 (2019): 14. http://dx.doi.org/10.1504/ijnvo.2019.10017052.

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Ahiaga-Dagbui, Dominic D., Olubukola Tokede, John Morrison, and Anthony Chirnside. "Building high-performing and integrated project teams." Engineering, Construction and Architectural Management 27, no. 10 (July 7, 2020): 3341–61. http://dx.doi.org/10.1108/ecam-04-2019-0186.

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PurposeEffective inter-organisational relationships are key to engendering innovation and ensuring the successful delivery of infrastructure projects. Relationship-based contracts are thus widely used to stimulate best-for-project ideals and attenuate the otherwise adversarial relationship that often exists between clients and contractors. This study examines the effectiveness and limitations of a project facilitation model as coaching tool for developing conducive inter-organisational relationships for construction project delivery.Design/methodology/approachThe study adopts a case-study approach using evidence from triangulated data sources of focus group workshops, semi-structured interviews and document analysis.Findings(1) The facilitation model enabled an environment for psychological safety to be developed, which engendered a platform for effective cooperation for problem-solving and achieving quasi best-for-project ideals. (2) The model provides the mechanism to develop team behaviours that support enhanced performance and create an environment less adversarial and more collaborative than traditional contracting.Originality/valueThe novelty of this research is that relationship-based principles have been utilised as part of a traditional design-bid-build contract with lump-sum payment arrangements.

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Bryant, James W., and John A. Darwin. "Exploring inter-organisational relationships in the health service: An immersive drama approach." European Journal of Operational Research 152, no. 3 (February 2004): 655–66. http://dx.doi.org/10.1016/s0377-2217(03)00064-x.

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Varoutsa, Evangelia, and Robert W. Scapens. "The governance of inter-organisational relationships during different supply chain maturity phases." Industrial Marketing Management 46 (April 2015): 68–82. http://dx.doi.org/10.1016/j.indmarman.2015.01.006.

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Sinthupundaja, Janthorn, Youji Kohda, and Navee Chiadamrong. "Knowledge acquisition from intra- and inter-organisational relationships, CSR and financial performance." International Journal of Knowledge Management Studies 11, no. 2 (2020): 190. http://dx.doi.org/10.1504/ijkms.2020.10027672.

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Sinthupundaja, Janthorn, Navee Chiadamrong, and Youji Kohda. "Knowledge acquisition from intra- and inter-organisational relationships, CSR and financial performance." International Journal of Knowledge Management Studies 11, no. 2 (2020): 190. http://dx.doi.org/10.1504/ijkms.2020.106332.

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Griffin, Kevin A. "The Inter-organisational Relationships in Irish Tourism: the example of Lough Derg." Irish Geography 32, no. 1 (January 1999): 58–72. http://dx.doi.org/10.1080/00750779909478616.

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Knoppen, Desirée, Ellen Christiaanse, and Marleen Huysman. "Supply chain relationships: Exploring the linkage between inter-organisational adaptation and learning." Journal of Purchasing and Supply Management 16, no. 3 (September 2010): 195–205. http://dx.doi.org/10.1016/j.pursup.2010.03.001.

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