The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study

Lorenzoni, Gianni; Lipparini, Andrea

doi:10.1002/(sici)1097-0266(199904)20:4<317::aid-smj28>3.0.co;2-3

Cited by 1,077 publications

(773 citation statements)

References 69 publications

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“…The final attributes listed were perceived as the most appropriate for the sectors under examination, and are consistent with the attributes of capability described by Lorenzoni and Lipparini (1999) and Connor (1999).…”

Section: Organisational Capabilitiessupporting

confidence: 64%

“…Organisational capabilities are commonly defined as a firm's capacity to deploy its assets, tangible or intangible, to perform a task or activity to improve performance (Amit and Schoemaker, 1993;Teece et al, 1997). Examples include the capability to; offer excellent customer service, develop new products and innovate (Lorenzoni and Lipparini, 1999). Accordingly, capabilities are critical for achieving competitive advantage (Teece et al, 1997;Schoenecker and Cooper, 1998;Stuart and Podolny, 1996).…”

Section: Organisational Capabilitiesmentioning

confidence: 99%

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In search of the drivers of high growth in manufacturing SMEs

2006

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Though considerable attention in the extant literature has been devoted to growth and performance of firms, there is a dearth of research on high growth firms. Furthermore, the majority of literature in this area focuses on large firms while research on high growth small firms is underdeveloped. This paper investigates the drivers of high growth in manufacturing SMEs. Following a number of focus group interviews with six managing directors of manufacturing firms, a number of drivers of high growth were identified and investigated in a sample of 207 manufacturing SMEs. The results of this study indicate that high growth firms place a greater emphasis on external drivers such as strategic orientation, their operating environment and the use of e-commerce compared with firms having static or declining sales. The analysis shows that high growth firms compete largely on the basis of price. While high growth firms have increased their sales by over 30% during the past three years or longer, it is questionable if manufacturing firms can sustain their competitive advantage without recourse to greater research and development, and innovation in the longer term.

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Section: Organisational Capabilitiessupporting

confidence: 64%

Section: Organisational Capabilitiesmentioning

confidence: 99%

In search of the drivers of high growth in manufacturing SMEs

2006

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“…Consortium members are more likely to remain in a research and development (R&D) consortium when they have additional ties to other organizations in the consortium (Olk and Young 1997). Furthermore, more centrally positioned organizations will acquire more new linkages (Tsai 2000;Powell et al 1996Powell et al , 2005, and network structures tend to persist (Walker et al 1997, Lorenzoni andLipparini 1999). These tendencies to replicate and strengthen existing relationships and network structures highlight path-dependent consequences of embeddedness, thereby exemplifying evolutionary dynamics (Gulati 1998, Uzzi 1997.…”

Section: Dynamics In Interorganizational Networkmentioning

confidence: 99%

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Berends

Burg

Raaij

2011

Organization Science

136

134

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I n this paper, we investigate how interorganizational networks and interpersonal networks interact over time. We present a retrospective longitudinal case study of the network system that developed a novel aircraft material and analyze change episodes from a structurationist perspective. We identify five types of episodes in which interpersonal and interorganizational networks interact (persistence, prospecting, consolidation, reconfiguration, and dissolution) and analyze conditions for these episodes and sequences among them. Our findings advance a cross-level perspective on embeddedness and show how individuals may draw on relational and structural embeddedness as distributed resources. The multiple levels of embeddedness impact network dynamics by introducing converging and diverging dialectics, thereby limiting path dependence and proactive network orchestration.

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“…According to Blau [15], trust develops slowly through experiencing immediate returns from collaboration. In a longitudinal study on interfirm networks, Lorenzoni and Lipparini [16] found, an increase in trust and familiarity among partners reduced transaction and coordination costs.…”

Section: Collaborative Capability -A Multifaceted Conceptmentioning

confidence: 99%

Collaborative Capability of Teams in Network Organizations

Ulbrich

Troitzsch

Anker

et al. 2009

Leveraging Knowledge for Innovation in Collaborative Networks

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Abstract. In this paper, we present a study on collaborative capability of teams in three network organizations in Austria and Switzerland. So far, collaborative capability was mostly conceptualized on organizational or individual level as a set of attributes that actors employ to collaborate successfully. We found that this view of collaborative capability has to be enlarged. Collaborative capability of teams is characterized by at least two components: an attribute-based perspective that focuses on capabilities of single actors or organizations, and a perspective on group dynamics, that describes how teams develop collaborative capability. We discuss our findings with regard to the different organizational settings of the networks analyzed and the current literature on collaborative capability and network organizations.

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The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study

Cited by 1,077 publications

References 69 publications

In search of the drivers of high growth in manufacturing SMEs

In search of the drivers of high growth in manufacturing SMEs

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

Collaborative Capability of Teams in Network Organizations

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