Quasi Firms: Strategic Interorganizational Forms in the Health Care Industry

Luke, Roice D.; Begun, James W.; Pointer, Dennis D.

doi:10.2307/258188

Cited by 44 publications

(33 citation statements)

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“…Thus, this paper also reflects a contribution to the existing literature on 'quasi firms', i.e. a specific strategic form of inter-organizational relations (Luke et al 1989).…”

Section: Relational Implicationsmentioning

confidence: 94%

Seeking for Solutions within a Project Setting

et al. 2009

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there has been increasing attention focused on the importance of 'solution selling' in the often very close relationships that characterize business-to-business marketing. While an extant predominantly product-centric view of solutions prevails in the literature, this has recently been juxtaposed with a more process-oriented view. We review such a process-oriented solution model briefly, and focus on the managerial challenge of how firms make this process-oriented approach work in practice. We argue that, in parallel to adopting a process-oriented approach, companies also have to focus their attention specifically on how to mobilize the different parties in order to amalgamate the perspectives and orientations between the interacting counterparts. We propose an interaction process model of how this 'collective mind' is achieved, using as an example a study of the United Kingdom's lean aerospace initiative (UK lai), a large project with a specific solution in mind -improving the global competitiveness of the UK's Aerospace industry. We use our model to show how the three main groups of actors (Government bodies, four Universities, and the aerospace companies themselves) interact in their pursuit of co-creating their collective solutions.

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“…Thus, this paper also reflects a contribution to the existing literature on 'quasi firms', i.e. a specific strategic form of inter-organizational relations (Luke et al 1989).…”

Section: Relational Implicationsmentioning

confidence: 94%

Seeking for Solutions within a Project Setting

et al. 2009

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“…Among different interorganizational relationships, they vary significantly by the degree to which interdependent organizations are loosely or tightly coupled (Weick, 1976). Specifically, health systems are tightly coupled forms, in which member units are bound through more formal structures, and often include common ownership of those units (Luke, Begun, & Pointer, 1989). In contrast, health networks are relative loosely coupled interorganizational forms, in which there is a minimum of structuring and common ownership of member organizations is rare.…”

Section: Characteristics Of Different Interorganizational Cooperativementioning

confidence: 99%

Performance impacts of interorganizational cooperation: a transaction cost perspective

Chen²

2013

The Service Industries Journal

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This study builds on the transaction cost theory to examine the performance effects of interorganizational cooperation and develops an understanding of how different forms of cooperative relationships affect organizational performance within a major service sector, namely the healthcare industry. The authors study, in particular, two cooperative forms applied to hospitals: hospital-based health networks and health systems. An empirical investigation of 382 hospitals in Taiwan shows that interorganizational cooperation exerts positive effects on hospital performance. In addition, health systems have greater positive effects on hospital efficiency than health networks. Furthermore, this study finds that the positive impact of participation in health systems is especially significant for private hospitals, local community hospitals, and hospitals in highly competitive regions. The findings reveal that performance impacts of interorganizational cooperation are contingent on the cooperative arrangements in the healthcare industry.

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“…These elements are linked and preserve some determinacy but are also subject to spontaneous changes. The resulting systems are simultaneously indeterminate and rational, spontaneous and deliberate (Luke et al 1989;Orton and Weick 1990). Similarly, in buyer-supplier relationships, buyers and suppliers are connected (i.e., coupled) while retaining independence (i.e., looseness).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Compliance to power execution is also an important cooperative behavior to the extent that one party has to follow the other party because the other party who possesses critical resources has the luxury of showing its desire for either joint or private gains (Pfeffer and Salancik 1978). The loose coupling logic also views dependence continuity as a cooperative behavior because the continuity indicates future coupling and affects structural stability in interfirm cooperation (Luke et al 1989).…”

Section: Coupling Between Control and Cooperationmentioning

confidence: 99%

“…than in any other cells, information sharing is particularly important in fostering ongoing exchanges and streamlining channel cooperation. According to the loose coupling logic, information sharing is the key element in evolutionary exchanges under uncertainty (Luke et al 1989). When coupling is high, as in Cell 1, information-processing requirements are magnified (Tushman and Nadler 1978).…”

Section: Contractual Completeness Structural Formalizationmentioning

confidence: 99%

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A taxonomy of control mechanisms and effects on channel cooperation in China

Luo

Liu

Zhang

et al. 2010

J. of the Acad. Mark. Sci.

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This study identifies variations of contractual and relational control mechanisms used in governing channel relationships and explores how such variations are related to channel cooperation. Building on the loose coupling logic, assuming that control and cooperation coexist in any loosely structured partnership, we develop a taxonomy that illustrates four metaphorical situations, each respectively indicating a varying degree of control and related cooperative behaviors, in buyer-supplier relationships. We use matched manufacturer-distributor data from China to test theorized configurations through cluster analysis. The results validate the matrix of control mechanisms we proposed and confirm a systematic configuration between each metaphorical situation in the control taxonomy and corresponding cooperative behaviors in commitment, information sharing, compliance to power execution, and dependence continuity.

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Quasi Firms: Strategic Interorganizational Forms in the Health Care Industry

Cited by 44 publications

References 0 publications

Seeking for Solutions within a Project Setting

Seeking for Solutions within a Project Setting

Performance impacts of interorganizational cooperation: a transaction cost perspective

A taxonomy of control mechanisms and effects on channel cooperation in China

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