Adaptation in Vertical Relationships: Beyond Incentive Conflict

By Ranjay Gulati, P. Lawrence, Phanish Puranam. 2005

630 citations recorded by the source corpus.

Subfields: Anthropology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/49dcbd6428fc7aa15ead08667dcad647c14d2264

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Citations in the corpus

Make, Buy or Ally? Theoretical Perspectives on Knowledge Process Outsourcing Through Alliances (2010, positive): “That is, value maximization comes not just from joint application of superior processes, but from partner-specific adaptation of the firm’s resources in a process of task integration (Gulati et al., 2005), creating what Madhok and Tallman (1998) call collaboration-specific quasi-rents based on partn”
Industry Change Through Vertical Disintegration: How and Why Markets Emerged in Mortgage Banking (2005, background): “As Van de Ven, Delbecq, and Koenig (1976), Nadler, and Tushman (1978), Gulati and Singh (1998), and Puranam and Singh (2000) have demonstrated, activities that require tight coordination demand the use of mechanisms that a firm can deploy: committees, meetings, or other authority or coordination dev”
IS Application Capabilities and Relational Value in Interfirm Partnerships (2007, background): “However, this can only be ascertained by a holistic, multitheoretic model that factors in governance and appropriability concerns (Gulati et al. 2005).”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “Hierarchy seems to be more detrimental for search than for evaluation (Keum & See, 2017; McNamara et al., 2002; Reitzig &Maciejovsky, 2015; Reitzig & Sorenson, 2013), consistent with the modeling work that suggests omission errors occur more inhierarchies than indecentralized structures owing to vet”
Absorptive capacity and relationship learning mechanisms as complementary drivers of green innovation performance (2018, background): “…and associations between past actions, the effectiveness of these actions, and future actions (Fiol and Lyles, 1985); and knowledge integration – the combination of cooperation (alignment of interests) and coordination (alignment of actions) between firms and multiple parts (Gulati et al., 2005).”
Coordinating and competing in ecosystems: How organizational forms shape new technology investments (2013, background): “…than markets, as cooperating partners develop communication channels and codes to facilitate knowledge sharing and coordination of interdependent investments and tasks (Doz, 1996; Dyer and Nobeoka, 2000; Dyer and Singh, 1998; Gulati, Lawrence, and Puranam, 2005; Zollo, Reuer, and Singh, 2002).”
Integrating Distributed Work: Comparing Task Design, Communication and Tacit Coordination Mechanisms (2011, methodology): “These items were created based on our fieldwork in the offshoring setting as well as adapting items from prior literature to the offshoring setting (Gulati et al., 2005; Sobrero and Roberts, 2001).”
The interplay of need and opportunity in venture capital investment syndication (2010, background): “…undermine the prospective partners’ trust (Das and Teng, 2001), increase their doubts for the successful coordination and development of the project (Gulati, Lawrence, and Puranam, 2005) as well as shake their believes regarding the synergistic potential of the project (Chung et al., 2000), and…”
Sources and Consequences of Bargaining Power in Supply Chains (2007, background): “Pooled interdependent tasks are those where members render discrete contributions (Gulati et al., 2005).”
Losing Sight of the Forest for the Trees? Productive Capabilities and Gains From Trade as Drivers of Vertical Scope (2005, neutral): “Similarly, the emphasis of our theory is on the relationship of capability differences and scope rather than how these capabilities differences arise, themes recently discussed by Jacobides and Winter (2005), Gulati et al. (2005) , or Cacciatori and Jacobides (2005).”
Blockchain Governance—A New Way of Organizing Collaborations? (2020, positive): “To seek solutions to these coordination challenges, partners turn to governance mechanisms that help them organize their interactions and manage interdependencies (Gulati et al. 2005).”