Restricted accessResearch articleFirst published online 2007-10
Understanding Collaboration Outcomes From an Extended Resource-Based View Perspective: The Roles of Organizational Characteristics,Partner Attributes,and Network Structures†
Whereas mainstream strategy research tends to focus on atomistic and profit-seeking firms, this study focuses on not-for-profit organizations that participate in a collaboration network. Specifically, the authors extend the resource-based view by investigating how not-for-profit organizations' collaboration outcomes, reflected through a joint consideration of monetary and nonmonetary dimensions, may be affected by their organizational characteristics, partner attributes, and network structures. Their analyses of collaboration data from 52 not-for-profit networked organizations demonstrate the importance of unique resources at individual, dyadic, and network levels that allow these organizations to develop capabilities and competencies.
Adams, C., & Perlmutter, F.1991. Commercial venturing and the transformation of America's voluntary social welfare agencies. Nonprofit and Voluntary Sector Quarterly, 20(1): 25-38.
2.
Ahuja, G.2000. Collaboration networks, structural holes, and innovation: A longitudinal study. Administrative Science Quarterly, 45: 425-455.
3.
Aiken, M., & Hage, J.1968. Organizational interdependence and intraorganziational structure. American Sociological Review, 33: 912-933.
4.
Alter, C.1990. An exploratory study of conflict and coordination in interorganizational service delivery systems. Academy of Management Journal, 33(3): 478-502.
5.
Barnett, W.P., Greve, H.R., & Park, D.Y.1994. An evolutionary model of organizational performance. Strategic Management Journal, 15: 11-28.
6.
Barney, J.B.1991. Firm resources and sustained competitive advantage. Journal of Management, 17: 99-120.
7.
Barney, J.B.2001. Is the resource-based view a useful perspective for strategic management research? Yes. Academy of Management Review, 26(1): 41-57.
8.
Baum, J.A.C., Calabrese, T., & Silverman, B.2000. Don't go it alone: Alliance network composition and startups' performance in Canadian biotechnology. Strategic Management Journal, 21: 267-294.
9.
Baum, J.A.C., & Oliver, C.1992. Institutional embeddedness and the dynamics of organizational behavior. American Sociological Review, 57(3): 540-559.
10.
Belsey, D.A., Kuh, E., & Welsch, R.E.1980. Regression diagnostics: Identifying influential data and sources of collinearity. New York: John Wiley.
11.
Borgatti, S.P., Everett, M.G., & Freeman, L.C.1999. UCINET 5.0 Version 1.00. Natick, MA : Analytic Technologies.
12.
Brody, E.1996. Agents without principals: The economic convergence of the nonprofit and for-profit organizational forms. New YorkLaw School Law Review, 40(3): 457-536.
13.
Brown, W.A., & Iverson, J.O.2004. Exploring strategy and board structure in nonprofit organizations . Nonprofit and Voluntary Sector Quarterly, 33(3): 377-400.
14.
Burt, R.S.1992. Structural holes: The social structure of competition . Cambridge, MA: Harvard University Press.
15.
Dyer, J.H., & Singh, H.1998. The relational view: Cooperative strategy and source of interorganizational competitive advantage. Academy of Management Review, 23(4): 660-679.
16.
Ebers, M., & Grandori, A.1997. The formation of inter-organizational networks. New York: Oxford University Press.
17.
Foster, M.K., & Meinhard, A.G.2002. A contingency view of the responses of voluntary social service organizations in Ontario to government cutbacks. Canadian Journal of Administrative Sciences, 19(1): 27-41.
18.
Froelich, K.A.1999. Diversification of revenue strategies: Evolving resource dependence in nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 28(3): 246-268.
19.
Galaskiewicz, J.1979. The structure of community networks. Social Networks, 57(4): 1346-1364.
20.
Galaskiewicz, J., Bielefeld, W., & Dowell, M.2006. Networks and organizational growth: A study of community based nonprofits. Administrative Science Quarterly, 51: 337-380.
21.
Granovetter, M.1985. Economic action and social structure: The problem of embeddedness . American Journal of Sociology, 91: 481-580.
22.
Gronbjerg, K.A., Chen, T.H., & Stagner, M.W.1995. Child welfare contracting: Market forces and leverage . Social Service Review, 69(4): 583-613.
23.
Gulati, R.1995. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1): 85-113.
24.
Gulati, R.1998. Alliances and networks. Strategic Management Journal, 19(4): 293-318.
25.
Gulati, R.1999. Network location and learning: The influence of network resources and firm capabilities on alliance formation. Strategic Management Journal, 20: 397-420.
26.
Guo, C., & Acar, M.2005. Understanding collaboration among nonprofit organizations: Combining resource dependency, institutional, and network perspectives. Nonprofit and Voluntary Sector Quarterly, 34: 340-361.
27.
Hager, M.A., Galaskiewicz, J., & Larson, J.A.2004. Structural embeddedness and the liability of newness among nonprofit organizations. Public Management Review, 6(2): 159-188.
Hardy, C., Phillips, N., & Lawrence, T.B.2003. Resources, knowledge and influence: The organizational effects of interorganizational collaboration . Journal of Management Studies, 40(2): 321-347.
30.
Hitt, M.A., Dacin, M.T., Levitas, E., Arregle, J., & Borza, A.2000. Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectives. Academy of Management Journal, 43: 449-467.
31.
Hodge, M.H., & Piccolo, R.F.2005. Funding source, board involvement techniques, and financial vulnerability in nonprofit organizations: A test of resource dependence. Nonprofit Management and Leadership, 16(2): 171-190.
32.
Ibarra, H.1993. Network centrality, power and innovation involvement: Determinants of technical and administrative roles. Academy of Management Journal, 36(3): 471-502.
33.
Inkpen, A.C.2001. Strategic alliances. In M. A. Hitt, R. E. Freeman, & J. S. Harrison (Eds.), The Blackwell handbook of strategic management: 409-433. Malden, MA: Blackwell.
34.
Itami, H.1987. Mobilizing invisible assets. Cambridge, MA: Harvard University Press.
35.
Lavie, D.2006. The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, 31(3): 638-658.
36.
Li, S.X., & Berta, W.B.2002. The ties that bind: Strategic actions and status structure in the US investment banking industry. Organization Studies , 23(3): 339-368.
37.
Makadok, R.1999. Interfirm differences in scale economies and the evolution of market shares. Strategic Management Journal, 19: 683-696.
38.
Oliver, A.L., & Ebers, M.1998. Networking network studies: An analysis of conceptual configurations in the study of inter-organizational relationships. Organization Studies, 19: 549-583.
39.
Penrose, E.T.1959. The theory of the growth of the firm. New York: John Wiley.
40.
Peteraf, M.A.1993. The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14: 179-191.
41.
Podolny, J.M.1993. A status-based model of market competition. American Journal of Sociology, 98: 829-872.
42.
Podolny, J.M.1994. Market uncertainty and the social character of economic exchange. Administrative Science Quarterly, 39: 458-483.
43.
Podolny, J.M., & Stuart, T.E.1995. A role-based ecology of technological change. American Journal of Sociology, 100(5): 1224-1260.
44.
Podolny, J.M., Stuart, T.E., & Hannan, M.T.1996. Networks, knowledge, and niches: A sociological examination of worldwide competition in the semiconductor industry. American Journal of Sociology, 102: 659-689.
45.
Powell, W.W., Koput, K.W., & Smith-Doerr, L.1996. Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly, 41: 116-145.
46.
Prahalad, C.K., & Hamel, G.1990. The core competence of the corporation. Harvard Business Review, 68(3): 79-87.
47.
Provan, K.G., Beyer, J.M., & Kruytbosch, C.1980. Environmental linkages and power in resource dependence relations between organizations. Administrative Science Quarterly, 25: 200-225.
48.
Provan, K.G., & Milward, H.B.1995. A preliminary theory of network effectiveness: A comparative study of four community mental health systems. Administrative Science Quarterly,40(1): 1-33.
49.
Provan, K.G., & Milward, H.B.2001. Do networks really work? A framework for evaluating public-sector organizational networks. Public Administration Review, 61(4): 414-423.
50.
Provan, K.G., Veazie, M.A., Staten, L.K., & Teufel-Shone, N.I.2005. The use of network analysis to strengthen community partnerships. Public Administration Review, 65(5): 603-613.
51.
Rosenthal, D.1996. Who “owns” AIDS service organizations? Governance accountability in nonprofit organizations. Polity, 29(1):97-118.
52.
Rothaermel, F.T.2001. Incumbent's advantage through exploiting complementary assets via interfirm cooperation. Strategic Management Journal , 22(6/7): 687-700.
53.
Rowley, T.J., Behrens, D., & Krackhardt, D.2000. Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries. Strategic Management Journal, 21: 369-386.
54.
Rowley, T.J., Greve, H.R., Rao, H., Baum, J.A.C., & Shiplov, A.V.2005. Time to break up: Social and instrumental antecedents of firm exits from exchange cliques. Academy of Management Journal, 48(3): 499-520.
55.
Salamon, L.1999. America's nonprofit sector: A primer. New York: The Foundation Center.
56.
Saxton, T.1997. The effects of partner and relationship characteristics on alliance outcomes. Academy of Management Journal, 40(2): 443-461.
57.
Selden, S.C., Sowa, J.E., & Sandfort, J.2006. The impact of nonprofit collaboration in early child care and education on management and program outcomes. Public Administration Review, 66(3): 412-425.
58.
Shan, W., Walker, G., & Kogut, B.1994. Interfirm cooperation and startup innovation in the biotechnology industry. Strategic Management Journal, 15(5): 387-394.
59.
Shiplov, A.V.2006. Network strategies and performance of Canadian investment banks. Academy of Management Journal, 49(3): 590-604.
60.
Snavely, K., & Tracy, M.B.2000. Collaboration among rural nonprofit organizations. Nonprofit Management and Leadership, 11(2): 145-165.
61.
Stone, M.M., Hager, M.A., & Griffin, J.J.2001. Organizational characteristics and funding environments: A study of a population of United Way-affiliated nonprofits. Public Administration Review, 61(3): 276-289.
62.
Stuart, T.E.1998. Network positions and propensities to collaborate: An investigation of strategic alliance formation in a high-technology industry . Administrative Science Quarterly,43(3): 668-698.
63.
Stuart, T.E.2000. Inter-organizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry . Strategic Management Journal, 21: 791-811.
64.
Stuart, T.E., Hoang, H., & Hybels, R.C.1999. Interorganizational endorsements and the performance of entrepreneurial ventures. Administrative Science Quarterly,44: 315-349.
65.
Succi-Lopez, M., Lee, S.D., & Alexander, J.A.2003. The effects of relative resource configuration, organizational legitimacy, and integration on divestiture decisions among health systems. Health Care Management Review, 28(4): 307-318.
66.
Todeva, E., & Knoke, D.2005. Strategic alliances and models of collaboration. Management Decision, 43(1): 123-148.
67.
Twombly, E.C.2003. What factors affect the entry and exit of nonprofit human service organizations in metropolitan areas?Nonprofit and Voluntary Sector Quarterly, 32(2): 211-235.
68.
Van Wijk, R., Van den Bosch, F.A.J., & Volberda, H.W.2003. Knowledge and networks. In M. Easterby-Smith & M. A. Lyles (Eds.), The Blackwell handbook of organizational learning and knowledge management: 428-453. Cornwall, UK: Basil Blackwell.
69.
Walker, G., Kogut, B., & Shan, W.1997. Social capital, structural holes and the formation of an industry network. Organization Science, 8(2): 109-125.
70.
Wasserman, S., & Faust, K.1994. Social network analysis: Methods and applications. Cambridge, UK: Cambridge University Press.
71.
Wernerfelt, B.1984. A resource-based view of the firm. Strategic Management Journal, 5: 171-180.
72.
Wholey, D.R., & Huonker, J.W.1993. Effects of generalism and niche overlap on network linkages among youth service agencies. Academy of Management Journal , 36(2): 349-371.
73.
Wiewel, W., & Hunter, A.1985. The interorganizational network as a resource: A comparative case study on organizational genesis. Administrative Science Quarterly, 30: 482-496.
74.
Zaheer, A., & Bell, G.G.2005. Benefiting from network position: Firm capabilities, structural holes, and performance. Strategic Management Journal, 26(9): 809-825.
