Why should we collaborate? Exploring partners’ interactions in the psychosocial spaces of an inter-organisational collaboration

Kourti, Isidora

doi:10.1016/j.scaman.2017.03.002

Cited by 10 publications

(9 citation statements)

References 56 publications

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“…Finally, our analysis highlights the importance of exploring both collaborative and noncollaborative identities at the same time. However, our study is only one out of a few that look at multiple identities in IOCs (Ellis & Ybema, 2010;Kourti, 2017aKourti, , 2017bMaguire & Hardy, 2005). We suggest that this line of research is essential in order to advance identity theory in IOCs and better understand the effects of multiple identities in dynamic IOC contexts.…”

Section: Limitations and Further Researchmentioning

confidence: 97%

“…In IOC research, this translates into looking at how collaborative and non-collaborative identities interact in the constantly changing IOC context (e.g. Hardy, Lawrence & Phillips, 2006;Kourti, 2017b;Maguire & Hardy, 2005;Zhang & Huxham, 2009). Our study aims to fill this gap.…”

Section: Identity Interactions In Iocsmentioning

confidence: 99%

“…Furthermore, when acknowledged, the existence of multiple identities in IOCs is usually portrayed as a negative conflict between collaborative and non-collaborative identities that needs to be resolved (Drach-Zahavy, 2011) to "achiev[e] effective collaboration" (Hardy et al, 2005: 61), improve "the quality of trust" and achieve collaborative success (Sammarra & Biggiero, 2001;Zhang & Huxham, 2009: 188). However, the processual and temporary nature of IOCs requires partners to variously align to, readjust or resist the changing needs of the collaboration when engaged in collaborative work (Ellis & Ybema, 2010;Kourti, 2017b;Horstmeier et al, 2016). As such, partners foreground or push to the background different identities in response to contextual collaboration challenges (Ashforth, Rogers & Corley, 2011;Horton & Grifin, 2017;van Dick, Wanger & Lemmer, 2004).…”

Section: Identity Interactions In Iocsmentioning

confidence: 99%

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Managing the interactions between multiple identities in inter-organizational collaborations: an identity work perspective

Kourti

Garcia‐Lorenzo

2018

European Journal of Work and Organizational Psychology

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Inter-organisational collaboration (IOC) research considers the achievement of a collaborative identity as a key enabler of a successful collaboration. As a result, little has been said about the interactions between collaborative and non-collaborative identities. We build on narrative identity work and positioning theory, to explore how collaboration partners engage in identity work positioning to manage the interactions of the multiple identities emerging through the process of collaboration as they try to accomplish collaborative work. We illustrate this process through a qualitative longitudinal study of an educational partnership in Greece. Our analysis shows how IOC partners manage the interactions between collaborative and non-collaborative identities by positioning themselves, and others, in narratives of collaboration as part of their daily identity work when responding to emerging collaborative needs. Our research extends our current understanding of identity work processes in IOCs by demonstrating the paradoxical nature of the collaboration, which requires relying on both collaborative and non-collaborative identities for the successful achievement of aims. We therefore suggest that identity tensions should not be resolved but rather managed, since they enable partners to respond creatively to contextual organisational changes and make sense of the collaboration as it happens.

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Section: Limitations and Further Researchmentioning

confidence: 97%

Section: Identity Interactions In Iocsmentioning

confidence: 99%

Section: Identity Interactions In Iocsmentioning

confidence: 99%

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Managing the interactions between multiple identities in inter-organizational collaborations: an identity work perspective

Kourti

Garcia‐Lorenzo

2018

European Journal of Work and Organizational Psychology

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“…Consequently, it is essential to focus on those organizing processes, in which meanings and learning within organizations and among actors take place. A cooperative partnership can be explored as interactive and psychosocial spaces, where the collaborative actions transform part of the partners' identity reconstruction processes [24].…”

Section: Formation Of a Cooperative Partnershipmentioning

confidence: 99%

Value for all? Dynamics of partnership formation in occupational healthcare collaboration

2021

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Interorganizational relationships take advantages of surrounding networks to create value. However, there is little processual understanding of how cooperative partnerships ‘work’ in healthcare collaboration. From the value creation perspective, their mobilization, management and maintenance are challenging. To understand the value of cooperative partnerships, we explore the dynamics of partnership formation in occupational healthcare collaboration. The empirical data is based on a two-year qualitative case study examining e-value co-creation in healthcare. The research data was obtained through a participatory action research method. We facilitated and followed up a developmental process of the partnership between an occupational health service company and its customer organization. This partnership aimed to add strategic value through the co-creation method to improve the well-being of employees and to promote eHealth solutions. In analyzing the data, we adopted a process orientation that allowed us to explore dynamics in partnership formation and its e-value co-creation. We used Ring and Van de Ven’s [1] framework to examine how cooperative interorganizational relationship develops through the stages of negotiation, commitment and execution. Our longitudinal case study analysis reveals how interaction, mutual sensemaking and institutional logics affect partnership and its value creation. The results show that the formation of a cooperative partnership is a challenging inter-organizational learning process. Our study demonstrates three tensions characterizing the dynamics of partnership: asymmetrical roles and positions between partners (customer and service provider) in co-creation, exploitation of institutionalized practices versus the exploration of new methods for collaboration, and tradeoffs between the operational logic and the co-creation logic. To create value for all in cooperative partnership, we emphasize the necessity of dialogue, mutual trust, interorganizational learning and processual feedback of accomplishments. At its best, cooperative partnership in healthcare collaboration can challenge existing practices of service provision and develop new concepts, roles and tools to promote health and well-being at workplaces through co-creation as a working method in occupational health collaboration.

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“…Nesse sentido, pesquisas têm investigado se as empresas estão adotando políticas de OBA para melhorar o desempenho tanto de compradores quanto de fornecedores (KAJÜTER;KULMALA, 2005;KUMRA;NILSSON, 2012;FEHR, 2015;GRAFTON;MUNDY, 2017;KOURTI, 2017;LATUSEK;VLAAR, 2018;CAGLIO, 2018), aumentando a eficiência da cadeia de suprimentos e, por conseguinte, reduzindo os custos de transação e operação. Tal tendência denota a importância dos estudos empíricos para verificar de que forma as informações estão sendo compartilhadas e usadas entre as partes no relacionamento.…”

Section: 1unclassified

Open-book accounting no relacionamento entre comprador e fornecedor no setor agroindustrial

Cardoso¹

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Business organizations are increasingly urged to work in a balanced way on aspects of economic efficiency in interorganizational relationships, seeking to optimize processes, eliminate waste, reduce costs and generate value, in order to present more advantageous results in a highly competitive environment. This context favors the use of collaborative approaches to cost management such as Interorganizational Cost Management (IOCM) and the practice of Open-Book Accounting (OBA). In this sense, the objective of this research was to identify how the OBA is practiced in the relationship between an agroindustrial company and one of its direct suppliers, from the TCE perspective. Methodologically, this is a unique case study, dyad approach, developed with an agroindustry buying company and one of its direct suppliers. For data collection, semi-structured interviews, document analysis and direct observation were used. Data analysis was performed through Content Analysis. The results evidenced that the OBA is applied bilaterally, with a high level of detailing information by the supplier, and eventually and at a low level of detail from the buyer. It was found that the OBA was not a practice since the beginning of the relationship and therefore was not imposed by the buyer. The process of sharing information through the OBA emerged from the moment the trust was established, which required time of relationship and commitment of the parts in the application of the "win-win" principle, with the opportunity to expand joint ventures and with an exclusively "very long-term" supply contract, thus reducing the risk of opportunistic behavior by the parts. It was verified, therefore, that trust was a prerequisite for the application of the OBA and that, from the more open sharing of information, there was an increase of benefits for both companies. Another finding relates to the fact that OBA is not applied in order to manage costs in the chain, but rather to support another tool, Total Cost of Ownership (TCO), mainly used for selection, negotiation and renegotiation with suppliers, and not necessarily for interorganizational cost management. With this, it was verified that there is development of joint activities, however these are punctual and eventual, like the use of the Value Engineering technique. Additionally, the results evidenced that the formal contract is the main safeguard of the relationship, although there are also relational safeguards, such as trust, which was perceived as partial. Finally, it was observed that the investment in specific assets by the supplier increased the bilateral dependence of the parts and the interest in establishing a contract of longer duration in order to minimize the risks involved in the relationship of both the purchasing company, which depends of the continuous supply of the product that integrates its production process, and of the supplier, who depends on the guarantee of a high volume of purchase of the supplied product, that justifies economically the investment made. It is conclude...

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Why should we collaborate? Exploring partners’ interactions in the psychosocial spaces of an inter-organisational collaboration

Cited by 10 publications

References 56 publications

Managing the interactions between multiple identities in inter-organizational collaborations: an identity work perspective

Managing the interactions between multiple identities in inter-organizational collaborations: an identity work perspective

Value for all? Dynamics of partnership formation in occupational healthcare collaboration

Open-book accounting no relacionamento entre comprador e fornecedor no setor agroindustrial

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