The relationship between internal and external cooperation: literature review and propositions

By Bas Hillebrand, W. Biemans. 2003

140 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f06d4f54f4d690ad449d958fecb2853eb07bdf64

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Clearing a Path Through the Forest: A Meta-Review of Interorganizational Relationships (2011, background): “…more micro level, reviews further suggest that both intraorganizational and interorganizational cooperation are needed for firms to achieve learning goals in their alliances, emphasizing the importance of relational norms both inside the focal firm and between partners (Hillebrand & Biemans, 2003).”
The effects of supply chain integration on customer satisfaction and financial performance: An organizational learning perspective (2013, background): “: +1 937 229 2677. empirical studies investigating the relationship offer limited evidence and insight (Hillebrand and Biemans, 2003; Zhao et al., 2011).”
The impact of supply chain integration on performance: A contingency and configuration approach (2010, background): “This definition also emphasizes intra- and inter-organization processes, since SCI is comprehensive and encompasses a variety of activities, including many that are focused on materials, transportation and administrative tasks (Bowersox and Morash, 1989; Hillebrand and Biemans, 2003).”
A 22 year review of strategic alliance research in the leading management journals (2016, background): “…Poulis, 2012; Ripollés, Blesa, & Monferrer, 2012; Yu, Subramaniam, & Cannella Jr, 2013), the relationship between internal and external cooperation (Hillebrand & Biemans, 2003; Mudambi & Tallman, 2010; Stettner & Lavie, 2013), small business alliances and networks (Gulati, Nohria, & Zaheer, 2000;…”
Antecedents and enablers of supply chain agility and its effect on performance: a dynamic capabilities perspective (2013, unknown): “Along similar lines, complying with processes can also yield a greater sense of ‘shared meaning’ (Hult et al. 2004) and better internal coordination (Hillebrand and Biemans 2003).”