Walking a Tightrope: Creating Value Through Interorganizational Relationships

By Bruce R. Barringer, J. Harrison. 2000

1,478 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/98538e5e15bef9c67ae472c6fd47d563e849c4cc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Strategy and Management

Citations in the corpus

The organizational dynamics of under‐managed partnerships in leisure service departments (2004, background): “…caused by these pressures in the institutional context and in the competitive environment (as indicated by the double headed arrows in figure 1), creating value and reducing risk by pooling resources has become a desirable managerial strategy for local governments (Barringer, 2000; Kanter, 1999).”
The effect of institutional proximity in non-local university–industry collaborations: An analysis based on Chinese patent data (2013, background): “in alliances largely for mimetic reasons (Barringer and Harrison, 2000).”
A Quantitative Content Analysis of the Characteristics of Rapid-Growth Firms and Their Founders (2005, background): “Interorganizational relationships include joint ventures, networks, consortia, alliances, trade associations, and interlocking directorates (Barringer and Harrison, 2000).”
The origins and dynamics of Taiwan's R&D consortia (2002, background): “The creation of value through interorganizational relationships, and the capturing of “relational advantage” has become a topic for sustained inquiry (Saxenian, 1991; Dyer and Singh, 1998; Child and Faulkner, 1998; Barringer and Harrison, 2000).”
Growth and Survival of International Joint Ventures: An External-Internal Legitimacy Perspective (2006, background): “Business connections with large firms—in the form of either one-time business transactions or long-term partnerships—are likely to enhance the legitimacy of transacting parties (Barringer & Harrison, 2000).”
Clearing a Path Through the Forest: A Meta-Review of Interorganizational Relationships (2011, methodology): “Following Barringer and Harrison (2000), we conduct a literature review of the IOR forms and theories used to explain the nature and existence of these relationships.”
Inter‐firm market orientation as antecedent of knowledge transfer, innovation and value creation in networks (2011, background): “Alliance research has also shown that most alliances fail (Bleeke and Ernst, 1993; Gomez-Casseres, 1997), and much research effort has gone into identifying the reasons for failure and proposing theoretical perspectives to facilitate success (Barringer and Harrison, 2000).”
Interorganizational Networks at the Network Level: A Review of the Empirical Literature on Whole Networks (2007, background): “However, the term alliance is broad and typically refers to dyadic partnerships that are simpler and short term in nature than is seen in networks (Barringer & Harrison, 2000).”
Cocreation of Value in a Platform Ecosystem: The Case of Enterprise Software (2012, background): “An inter-organizational relationship is an alternative to a market or an organizational hierarchy (Barringer and Harrison 2000) that extends the traditional " make or buy " decision to " make, buy or partner.”
The Many Futures of Contracts (2014, background): “Third, when organizations combine resources with equity ownership, such as in the tightly coupled relationships that Barringer and Harrison (2000) describe, contracts are likely to serve as a means of safeguarding equity investments. empirical work that uses the safeguarding approach examines determ”
An Analysis of Cause-Related Marketing Implementation Strategies Through Social Alliance: Partnership Conditions and Strategic Objectives (2011, background): “The reason for an alliance occurring is because of both partners lacking key resources, which acts as an incentive to pull the partnership together (Barringer and Harrison, 2000).”