Drawing on multiple-level embedded case study research of eight dyadic joint-design alliances and 14 collaborative ventures within them, this study sheds light on network governance and its outcomes. To do so, I advance a cross-level model of how a system of reciprocally influencing network-level (i.e., structural) and dyad-level (i.e., relational) social mechanisms affects the propensity of the organizations involved in interorganizational relationships to engage in knowledge-intensive activities that yield considerable knowledge benefits and strategic outcomes at both the alliance and firm level.
Network Governance: Social Mechanisms, Knowledge Benefits, and Performance Outcomes in Joint-Design Alliances / Capaldo, A. - (2008), pp. 1-41. (Intervento presentato al convegno Strategic Management Society (SMS) 28th Annual International Conference. tenutosi a Cologne, October 12-15, 2008 nel NOMINATED FOR THE SMS BEST CONFERENCE PAPER AWARD).
Network Governance: Social Mechanisms, Knowledge Benefits, and Performance Outcomes in Joint-Design Alliances
CAPALDO A
2008
Abstract
Drawing on multiple-level embedded case study research of eight dyadic joint-design alliances and 14 collaborative ventures within them, this study sheds light on network governance and its outcomes. To do so, I advance a cross-level model of how a system of reciprocally influencing network-level (i.e., structural) and dyad-level (i.e., relational) social mechanisms affects the propensity of the organizations involved in interorganizational relationships to engage in knowledge-intensive activities that yield considerable knowledge benefits and strategic outcomes at both the alliance and firm level.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
