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When Firms do not Benefit from Collaborative Experience: Differences in the Intensity and Nature of Interorganizational Relationships

In: The Nature of the New Firm

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  • Astrid A. ter Wiel
  • Paul W. L. Vlaar

Abstract

Globalization has created new ways of doing business, new institutions to oversee them, and has introduced a spectrum of new protagonists to the international arena. Scholars and practitioners have been challenged by the evolving environment to find new ways to interact and, in the process, many of the traditional boundaries that have existed within and between organizations and institutions have become increasingly blurred. This unique compendium sheds light on these and other topics on the question of change, both within and between organizations and institutions. The contributors have expertly combined the insights of some of the biggest names in the fields of economics, business and strategic management, both present and future – and in doing so offer scholars a tailor-made, up-to-date study on the topic of economic change.

Suggested Citation

  • Astrid A. ter Wiel & Paul W. L. Vlaar, 2011. "When Firms do not Benefit from Collaborative Experience: Differences in the Intensity and Nature of Interorganizational Relationships," Chapters, in: Killian J. McCarthy & Maya Fiolet & Wilfred Dolfsma (ed.), The Nature of the New Firm, chapter 7, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:14105_7
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    References listed on IDEAS

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    1. Mayer, Kyle J. & Teece, David J., 2008. "Unpacking strategic alliances: The structure and purpose of alliance versus supplier relationships," Journal of Economic Behavior & Organization, Elsevier, vol. 66(1), pages 106-127, April.
    2. T. K. Das & Bing‐Sheng Teng, 1996. "Risk Types And Inter‐Firm Alliance Structures," Journal of Management Studies, Wiley Blackwell, vol. 33(6), pages 827-843, November.
    3. Killian J. McCarthy & Maya Fiolet & Wilfred Dolfsma (ed.), 2011. "The Nature of the New Firm," Books, Edward Elgar Publishing, number 14105.
    4. Rachelle C. Sampson, 2005. "Experience effects and collaborative returns in R&D alliances," Strategic Management Journal, Wiley Blackwell, vol. 26(11), pages 1009-1031, November.
    5. Masaaki Kotabe & K. Scott Swan, 1995. "The role of strategic alliances in high‐technology new product development," Strategic Management Journal, Wiley Blackwell, vol. 16(8), pages 621-636.
    6. Prashant Kale & Harbir Singh, 2007. "Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm‐level alliance success," Strategic Management Journal, Wiley Blackwell, vol. 28(10), pages 981-1000, October.
    7. Pierre Dussauge & Bernard Garrette & Will Mitchell, 2000. "Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America and Asia," Strategic Management Journal, Wiley Blackwell, vol. 21(2), pages 99-126, February.
    8. Bernard Garrette & Pierre Dussauge & Will Mitchell, 2000. "Learning from competing partners: outcomes and durations of scale and link alliances in Europe, North America and Asia," Post-Print hal-00458812, HAL.
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