Index
2019; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s0733-558x20190000064019
ISSN0733-558X
ResumoCitation (2019), "Index", Sydow, J. and Berends, H. (Ed.) Managing Inter-organizational Collaborations: Process Views (Research in the Sociology of Organizations, Vol. 64), Emerald Publishing Limited, Bingley, pp. 317-324. https://doi.org/10.1108/S0733-558X20190000064019 Publisher: Emerald Publishing Limited Copyright © 2019 Emerald Publishing Limited INDEX Note: Page numbers followed by “n” with numbers indicate notes. Abrupt termination, 206 Absorption, 150, 152–153 Abstract model of project network organization, 42 Adaptive capacity, 40, 58, 60–61, 63 Additive process, 190 Administrative bonds, 20 Agency, 46 Airbnb, 31, 272, 274, 281 Allocation, 253–254 Alpha relationship network, 78 changing requirements as GenMan developing generator for alpha, 79–81 Alpha–GenMan interpersonal network, 81 Ambidexterity, 192 Apprehension, 23, 32n4 Apprehension–based commitments, 20, 23–25 Architectural firm, 130, 134 Arm’s length governance approach initiation, 146–147 shifting from Arm’s length to embedded governance approach, 147–149 Ashitakaigi, 171 Assets, 102 Attract, 252 allocation, 253–254 incentive type, 252–253 IP ownership, 254–255 Autonomous interdependence, 192 Autonomy, 191–193, 195 autonomy-respecting assistance, 202 collaborative process of supporting, 201–205 helping doer pursuing own ends, 204–205 helping doer take responsibility for solution, 205 helping doer to implement, test, and refine doer’s solution, 205 seeing problem through doer’s eyes, 204 starting from doer’s problem and incrementally building, 202–203 Backstage interpersonal dynamics, 120 Bandcamp, 302 “Basis of action”, 168 Beach Productions (BP), 49–51 Behavioral uncertainty, 146 Big data technologies, 92, 98–99, 107 technological embeddedness and, 93–95 Bilateral design, 141 Black Rose, 51, 54 Bonds (see also Relational bonds), 20 Bravo relationship network, 78 certification and pricing as GenMan upgrading generator, 81–84 “Brexit”, 187 Bricolage, 123–124 Broadcast(ing), 248 channel, 248–249 crowd size, 249–250 via private or public call, 250–251 Bundle of resources, 216 Bundles of bundles of practices, 231–232 Bundles of practices, 216–217, 229–231 Bundling moves, 125 Burning platform, 190 Capability paradox, 73 Capacity, 44 Century Club, 309 Channel, 248–249 Character traits, 29 Chesbrough’s concept of “open innovation”, 221 Chief Technology Officer (CTO), 151 Chinese walls, 196 Clean break, 198, 205–207 Club activities, 170 Co-opetition, 72–73, 192 Code of conduct, 170 Cognitive distancing process, 190 Collaboration, 272 bringing human factors knowledge to drilling engineering community, 131–132 empirical illustrations, 126 external collaboration to mainstream sustainability issues, 132 individual actors, 132–133 initiating network for regional healthcare, 129–130 ICO, 120–121 new governance models for architectural services, 130–131 path creation for ICO through issue selling, 122–126 perspective of actors, 134–135 product development with external expertise, 126–128 selling radically new approaches for new product development, 128–129 Collaborative innovation online, 294 case setting, 299 communities, 296–298 data analysis, 300, 302 data collection, 300–301 FAWM, 295–296 interdependencies between content-, skill-and community-in-the-making, 302–310 online ethnography, 299–300 Collaborative separation, 6 Collaborative uncoupling accessing resources, 194 associating dependence with shame and independence with pride, 199–200 benefits of collaborative separation, 193–196 benefitting ethically, 195–196 collaborative process of supporting autonomy, 201–205 comparing organizational restructuring challenges, 189 increasing performance, 194 organizational separation, 189–193 reasons for lack of collaboration between separating entities, 196–201 relations between organizational autonomy, performance, and interdependence, 191–193 Collective creativity, 298 Commitments, 14, 20 apprehension–based, 20, 23–25 associated with relational bonds, 29 forbearance-based, 3, 20, 22–23 problem, 19 trust-based, 3, 15, 19–22 Community-in-the-making, 296, 303 interferences between, 305–309 mutual support, 303–305 Competence, 193 Complex adaptive systems, 43 Conceptual vocabulary, 282 Connecting practices, 106 Conscious uncoupling, 199 Contemporary manufacturing, 71–74 Content-in-the-making, 296, 302 interferences between, 305–309 mutual support, 303–305 Content-producing communities, 297 Contexts, 25–27 Contextual embedding, 48 Contextualization, 47 Contractual bonds, 18–25 Cooperative interorganizational relationships (CIORs), 14–15 contexts, 25–27 contractual and relational bonds, 18–25 discussion and implications, 30–32 process model, 16–18 process theory, 15–16 relational bonds, 15–16 repairing breaches of relational bonds, 27–30 societal contexts, 15–16 Coordination technology, 283 Corporate identity, 176 Corporate venturing capital literature, 140 Creative content production, 295 Creative problem-solving study, 298 Crowd contributors, 277–278 vs. organizations, 254–255 Crowd filtering, 257 trade-offs, 257–258 Crowd size, 249 trade-offs, 249–250 Crowd-based organizations, 274, 276–279 facilitators in, 284 processes of organization design associated with, 280–282 Crowd-focused IOCs, 273 Crowd-open organizations, 274 facilitators in, 284 processes of organization design associated with, 280 Crowdsourcing, 240 applying framework for making decisions to, 242–243 attract, 252–255 broadcast, 248–251 decomposition, 246–248 defining tasks for, 241 problem-or solution-related knowledge, 244–245 select, 255–259 specificity of task definition, 245–246 stages and interdependencies, 241 stages and key decisions, 266–270 CSR, 125–126 Cultural norms, 199 Culturally contingent model of cooperation, 25 CyberAgent, 6, 164–165 business and personal development program, 174 core values, 172 distinctive features, 167 emergence of disciplining entrepreneurialism in, 168–177 enhancing loyalty through frequent communication, 170–171 importance of growth, 175–176 increasing reliance on project-based organizing, 173 key characteristics, 169–170 maintaining sense of shared commitment, 177 mission statement, 171 organizational reform, 168 rapid promotion and new appointment opportunities, 171–173 strong commitment to HQ, 176–177 subsidiary creation and abolition, 173–175 subsidiary establishment and closure, 172 Cynicism, 23 DARPA Grand Challenge, 246–248 De-individuation process, 190 Decomposition, 246 trade-offs, 247–248 Dependence associating dependence with shame, 199–200 strategic ploy to demonstrating continued dependence, 200–201 Design (see also Organizational design), 274 bilateral, 141 digital artifacts, 107 incomplete by, 296 of institutions, 31 multi-stage, 141 Designerly approach, 283 Diachronic approach, 75–76, 78 Digital artifacts design, 107 Digital health, 215 Digital infrastructures, 95, 99 Disciplined entrepreneur, 181n1 Disciplining entrepreneurialism, 6, 164–165, 181n1 data analysis, 167–168 data collection, 167 emergence in CyberAgent, 168–177 with other alternatives, 179 research perspective, 165–166 Disrespected feeling, 197–198 Disruptive innovation, 140 connecting micro-level governance shifts and macro-level governance transitions, 154–156 contribution, 154 contribution to literature on, 157 data analysis, 143–145 data collection, 142–143 drivers of micro-level governance shifts, 156–157 equity alliance stage, 146–150 findings, 145 initiation of equity alliance, 145–146 integration dilemma of phased acquisition for, 157–158 interorganizational collaboration, 140–141 limitations and future research, 159 methodology, 142 micro-level governance spillovers, 157 middle management as stabilizing factors in, 158–159 post-transition acquisition governance, 150–154 research design and setting, 142 Distrust, 23, 32n7 Divestitures, 186, 188, 194 Dual quality of network ties, 51–55 Dualist view, 206 Dynamic collaboration beyond organizations, 6–7 of interorganizational relations, 70–71 Economies of recombination, 55 Economies of repetition, 55 Elicited data, 300 Embedded governance approach shifting from Arm’s length to, 147–149 and transition decision, 149–150 Embedding interorganizational processes, 103 Emergence, 274 Emotions, 197–198 Entrepreneurship, 164, 166, 168, 178 Equifinality, 284, 286, 288 Equity alliance, 140 initiation, 145–146 post-transition acquisition governance, 150–154 pre-transition stage, 146–150 ERP systems, 107 Ex post contract, 27 Expectations, 19–20 of parties, 20 Experimentation by contributors, 283–284 External collaboration to mainstream sustainability issues, 132 Facebook, 299, 302, 308, 313 Fawmling Comments, 307 February Album Writing Month (FAWM), 295–296, 299–300, 302 activities, 307 complementary reinforcements among processes at, 310 development of membership, 306 interferences among processes at, 311 Field-centric approach, 215, 224 using hacking health, 225–227 Film production firms, 43 Firm-centric approach, 215, 221 using hacking health, 222–224 Firm-level strategic success, 123 Flat or steep award structures, 253–254 Follow-up research, 282–283 Forbearance-based commitments, 3, 20, 22–23 Forgiveness, 29 Formalization, 274–275 Fragile trust, 20–21 GCOMP, 5, 141–143, 145–154, 156, 158, 160n7, 160n11 GenMan, 74–75, 77 alpha relationship network, 78 Bravo relationship network, 78 certification and pricing while upgrading generator for Bravo, 81–84 changing requirements as developing generator for alpha, 79–81 Glass-Steagall act, 196 Good Judgment Project, 252 Goodwill, 198 trust, 20 Google, 247 Google Lunar X-prize, 253 Guided emergence, 275 Guided emergence, low level of, 276 Habitual distancing process, 190 Hacking Health (HH), 214 Handsoff approach, 176 Help-giving, 298 Help-seeking, 298 Hierarchy, 164, 166, 168 High degree of autonomy, 175 High-level of guided emergence, 276 Hood Productions (HP), 49–51 Human factors knowledge to drilling engineering community, 131–132 Human resource management (HRM), 168 director and division, 174, 177 Hybridity, 272 Hyperloop Transportation Technologies, Inc. (HTT), 272–273, 281 “Identity-challenging” innovations, 180 Imposter syndrome, 305 Incentive type, 252–253 Indirect approach, 202 Individual actors, 132–133 Individuation, 191 Inductive analysis, 155–157 Infantilization thesis, 199 Informal communication networks, 170 Information and communication technology, 92 Information technology, 92 Initial coding, 167 InnoCentive problem-solving platform, 245 Inside-out approach, 221 Institutional contexts, 25 Institutional-based trust, 25 Intellectual property (IP), 221, 254, 279 ownership, 254 trade-off, 255 Inter-context connectivity, 41, 55–58, 60 Interdependence, 194 interpreting continued interdependence as antithetical to change, 200 perceived lack of, 197 with pride, 199–200 Intermediaries, 249 Internet of Things, 107 Interorganizational collaboration (IOC), 1, 70, 92, 164–165, 224–227, 240, 272 Big Data and technological embeddedness, 94–95 conventional conceptualization, 164 dynamic collaboration beyond organizations, 6–7 evolution, 2–3 facilitators for, 282–284 future research, 109–110 MachineCo case, 95–96 organizational dynamics forming and dissolving, 4–6 path creation for, 122–126 relational dynamics, 3–4 research on, 1–2 technological embeddedness, 92–94, 96–108 trust in, 181n5 Interorganizational innovation networks, 294 Interorganizational relationships, 70–71 contemporary manufacturing, 71–74 in mass spectrometer manufacturing, 76–84 research process, 74–76 Interorganizational trust, 96 perceived trust, 96–97 technological embeddedness and trust, 98–101 Interpersonal interactions, 20–21 Interpretation of process, 167 Interview data, 167 Involvement moves, 125 Irrational behavior, 29 Issue selling concept, 120, 125, 128 bricolage, wayfinding, and path creation, 123–124 need for relational approach, 124 path creation for interorganizational collaboration through, 122 Joint ventures, 294 Knowledge, 240 based bonds, 20 creation in online communities, 275 sharing process, 297–298 Layer, 217 Legal bonds, 20 Legal boundaries, 192 LEGO Ideas, 252, 257 Levels of analysis, 216 Liminality, 276–279 Linux, 297 MachineCo, 93, 95–96, 98–100, 103, 107–108 Macro-level governance transitions, 154–156 Market, 166, 168 Mass spectrometer, 74 certification and pricing while GenMan upgrading generator for Bravo, 81–84 changing requirements while GenMan developing generator for alpha, 79–81 interorganizational relations in manufacturing, 76 Mergers and acquisitions (M&As), 186 Metric scale or judgment call, 256 trade-offs, 256–257 Micro-level governance, 152–153 shifts, 154–157 spillovers, 157 Mismatch approach, 177 “Mission model” camp, 223 Moderated market mechanism, 174 Modularity, 103 Moral behavior, 29 Moral sentiments, theory of, 19 Multi-actor, 141 Multi-stage design, 141 Multidimensional meta-problems, 122 Multiloop flows, 280 Music industry, 295, 297 Mutual adaptation, 101, 109 technological embeddedness and, 102–105 MyTaxi, 277–278 Negative expectations, 23 Negotiations, 26–27 Nenko system, 171 Netflix, 247, 253 Networks, 41, 45, 168 dynamics, 45, 57 organizations, 40 stability and change, 40–41, 43 Non-pecuniary incentive type, 252–253 Online communities, 294–296 collaborative innovation in, 296–298 Online ethnography, 299–300 Open-source community, 219 Open-source innovation, 217–221 Open(ing) innovation, 215 approaches, 217–227 bundles of bundles of practices, 231–232 bundles of practices, 230–231 field-centric approach, 224–227 firm-centric approach, 221–224 integrating literatures for, 218 integrative framework, 227–232 layering of practices, 228–232 practice-based approach to, 215–217 user-centric approach, 217–221 Optical glass technology (OG technology), 142 OPTICS, 5, 141–143, 145–154, 156, 158–159, 160n2, 160n3, 160n9, 160n12 Organization(al) autonomy, performance, and interdependence, 191–193 dynamics forming and dissolving collaboration, 4–6 integration, 186, 187, 189–190, 207n1 leveraging crowds, 275 members, 189 separation, 187–191, 207n1 theories, 192 theorists, 239 Organizational design avenues for future research, 285–286 crowd-based organizations, 279–282 crowds, incomplete organizations, and self-organizing processes, 274–276 facilitators for IOC, 282–284 facilitators in crowd-open and crowd-based settings, 284 in liminal, deliberately incomplete, crowd-populated spaces, 285 liminality and crowd-based organizing, 276–279 managerial implications, 286–287 impact of openness, 274 Original Equipment Manufacturers (OEMs), 74, 76 Outside-in process, 221 Parent hostility, 198 Participative experimentation, 180 Path creation for interorganizational collaboration, 122–126 Pecuniary incentive type, 252–253 Perfect market, 181n2 Performance standards, 193 Phased acquisitions, 158 integration dilemma for disruptive innovation, 157–158 Post-transition acquisition governance, 150–154 Pre-transition governance approach, 151–152, 157 Presentation moves, 125 Preservation, 150, 152–153 Private call, broadcasting via, 250–251 Problem resolution, 102, 105 Problem-or solution-related knowledge, 244 trade-off, 244–245 Process, 1–2 approach, 1 moves, 125 process-ontology, 298 research, 1 Product development with external expertise, 126–128 Production firms, 48 Professionalization, 308 Progressive X-prize, 246 Project businesses, 40–41 Project network organizations (PNOs), 40–41, 50–51 adaptive capacity of, 40, 58 as adaptive relational systems, 41–44 BP, 58–59 dual quality of network ties and relational practices, 51–55 further implications, 60–63 inter-context connectivity, 55–57 network ties and relational practices within, 57–58 promoting network stability and change, 44–48 relationship between project variety and inter-context connectivity, 60 revisiting cases of, 48–50 Project-based organizing, 46, 55, 173 Projects, 41 Psychological contracts, 24 Public call, broadcasting via, 250–251 Reasonable inferences, 29 Reflective reframing, 298 Regional healthcare, initiating network for, 129–130 Regularized activities network, 43 Regulatory compliance, 196–197 Reinforcing activities, 298 Relational approach, 124 Relational bonds, 15–16, 18–25 commitments associated with, 29 reliance on relational bonds during negotiations, 26–27 reliance on relational bonds ex post contract, 27 repairing breaches of, 27–30 Relational contract, 32n2 Relational dynamics in interorganizational collaboration, 3–4 Relational intervention, 148 Relationality, 124 Reliability, 198 Resilient trust, 21 Resourcing, 61 Ride sharing companies, 277 “Science-in-the-making” concept, 298 Selection, 255 crowd filtering, 257–258 evaluation criteria, 256–257 stage-gate or one-off model, 258–259 Self-interest, 29 Sense of belonging, 303 of opportunity, 202 sense-breaking, 189 Serendipitous encounters, 130 Sharing economy, 15, 30 Shinkijigyo-Kenkyukai, 171 Skepticism, 23 Skill-in-the-making, 296, 303 interferences between, 305–309 mutual support, 303–305 Skunk works, 188 Social bonds, 20 Social issue selling, 125 Social-psychological bonds, 21 Societal contexts, 15–16 Soundcloud, 302 Specificity of task definition, 247–248 Spin-off, 197, 205 “Spirit of CyberAgent”, 171 Stage-gate or one-off model, 258 trade-offs, 258–259 Standardization, 274–275 Steering, 106 Strategic agency, 41 Strategic alliances, 294 Strategic learning, 101–102 Strategizing concept, 120, 123 Strategy formation, 122–123 Structural network dynamics, 46 Structuration theory, 2, 50 “Structure of social relations”, 168 Subsidiary autonomy, 176 creation and abolition, 173–175 establishment and closure, 172 subsidiary–headquarter relations, 164 Subtractive forms of change, 188 Subtractive process, 190 Supply network, 71–72 Sustainability, 125–126, 134 Symbolic capital, 193 Synchronic approach, 75 Systemic boundaries, 60 Systems of Exchange (SoE), 166 framework, 166, 181n2 Technical bonds, 20 Technological assemblages, 295 Technological embeddedness, 92–94, 109–110 and Big Data, 94–95 developing interorganizational trust, 96–101 mutual adaptation, 101–105 and rhythm of interactions, 107–108 shapes IOC processes, 96 shifts managerial attention, 108 temporal structuring, 105–107 Technological uncertainty, 145 Technology-based trust, 98 Temporal structuring, 105–108 Textual data, 167 Tough Guy (TV movie), 51, 53–54, 56–57 Traditional coping mechanism, 239–240 Traditional operators, 277 Transition(al) decision, 149–150 governance research, 159 Trust, 25, 194 building dynamics, 148 in IOC, 181n5 lacking, 198–199 Trust-based commitments, 3, 15, 19–22 Trust-distrust issue, 23 UK National Health Service (NHS), 186 Uncertainty behavioral, 146 of contexts, 21 technological, 145 Unit of analysis, 216 User-centric approach, 215, 217–219 using hacking health, 219–221 Value appropriation, 72 Value network, 72–74, 76 Variance-ontology, 298 Wayfinding, 123–124 Web 2.0, 296 Wikipedia, 297, 308 YouTube, 299, 302–304 Zong-Busting, 304, 308 Book Chapters Prelims Introduction: Process Views on Inter-organizational Collaborations Part I: Relational Dynamics in Inter-organizational Collaboration Chapter 1: Relational Bonds Underlying Cooperative Inter-organizational Relations in Different Societal Contexts Chapter 2: Building Adaptive Capacity in Project Network Organizations: Project Contexts, Network Ties, and Relational Practices Chapter 3: The Dynamics of Inter-organizational Relations in Contemporary Manufacturing: Nested Negotiations in Value Networks Chapter 4: Technological Embeddedness of Inter-organizational Collaboration Processes Part II: Organizational Dynamics Forming and Dissolving Collaboration Chapter 5: Insider activists pursuing an agenda for change: Selling the need for collaboration Chapter 6: Phased Acquisitions for Disruptive Innovation: Toward a Micro-Level Governance Perspective Chapter 7: Entrepreneurs or Employees? The Emergence of “Disciplining Entrepreneurialism” in Subsidiary Organizations at Cyberagent Chapter 8: Collaborative Uncoupling: How to Break Up and Stay Together Part III: Dynamic Collaboration Beyond Organizations Chapter 9: “Opening Innovation” Across Layers of Practices: Developing an Integrative View of the Emergence of Digital Health Chapter 10: How Organizations Manage Crowds: Define, Broadcast, Attract, and Select Chapter 11: Crowd-Open and Crowd-Based Collaborations: Facilitating the Emergence of Organization Design Chapter 12: Collaborative Innovation Online: Entanglements of the Making of Content, Skills, and Community on a Songwriting Platform Index
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