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Inter-Organizational Relationships: A Comprehensive Guide with Exercises and Solutions, Exams of International Relations

Wilmington UniversityInternational Relations

A detailed exploration of inter-organizational relationships, covering key concepts, theories, and practical examples. It delves into resource-dependency theory, collaborative networks, and institutional perspectives, offering insights into how organizations interact and adapt within their environments. The document also includes exercises and solutions to reinforce understanding and promote critical thinking.

Typology: Exams

2024/2025

Available from 10/31/2024

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Chapter 5 inter-organizational
relationships 48 A+ Graded solutions
Chapter 5 inter-organizational
relationships 48 A+ Graded solutions
interorganizational relationships - ANSWER-the relatively enduring resource
transactions, flows, and linkages that occur among two or more orgs
why managers think about their work differently in interorganizational relationships? -
ANSWER--each org supports and depends on each other
-competitive stakes are even higher in this world where market shares crumble
overnight
-competition intensifying
-more reliant on each other
-need to co-evolve so that everyone gets stronger
organizational ecosystem - ANSWER-a system formed by the interaction of a
community of organizations and their environment
resource-dependency theory - ANSWER-argues that organizations try to minimize their
dependence on other orgs for the supply of important resources and try to influence the
env to make resources available
-want to avoid dependence on environment and reduce uncertainty
resource dependence - ANSWER-org type: dissimilar
org relationship: competitive (traditional view)
population ecology - ANSWER-org type: similar
org relationship: competitive
-darwinian,new model for understanding competitive orgs that are similar and how they
respond- they rise up and fill a niche they have within the environment
collaborative network - ANSWER-org type: dissimilar
org relationship: cooperative
institutionalism - ANSWER-org type: similar
org relationship: cooperative
types of resource-dependence relationships - ANSWER--joint venture
-merger/acquisition
-strategic alliance
-supply sourcing
-trade association
-board interlock
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relationships 48 A+ Graded solutions

Chapter 5 inter-organizational

relationships 48 A+ Graded solutions

interorganizational relationships - ANSWER-the relatively enduring resource transactions, flows, and linkages that occur among two or more orgs why managers think about their work differently in interorganizational relationships? - ANSWER--each org supports and depends on each other

  • competitive stakes are even higher in this world where market shares crumble overnight
  • competition intensifying
  • more reliant on each other
  • need to co-evolve so that everyone gets stronger organizational ecosystem - ANSWER-a system formed by the interaction of a community of organizations and their environment resource-dependency theory - ANSWER-argues that organizations try to minimize their dependence on other orgs for the supply of important resources and try to influence the env to make resources available
  • want to avoid dependence on environment and reduce uncertainty resource dependence - ANSWER-org type: dissimilar org relationship: competitive (traditional view) population ecology - ANSWER-org type: similar org relationship: competitive
  • darwinian,new model for understanding competitive orgs that are similar and how they respond- they rise up and fill a niche they have within the environment collaborative network - ANSWER-org type: dissimilar org relationship: cooperative institutionalism - ANSWER-org type: similar org relationship: cooperative types of resource-dependence relationships - ANSWER--joint venture
  • merger/acquisition
  • strategic alliance
  • supply sourcing
  • trade association
  • board interlock

relationships 48 A+ Graded solutions

as you move in a cooperative model you move away from - ANSWER-resource dependence and more towards collaborative network in resource dependent relationships the - ANSWER-bigger independent companies have power over the smaller suppliers

  • ability to ask for cheaper deals acquisition/merger - ANSWER-this type of relationship offers the greatest amount of control over joint outcomes because the acquiring firm absorbs all of the resources, assets, and liabilities of the target organization
  • ownership, more control over joint outcomes joint venture - ANSWER-is a new and distinct organizational entity set up by two or more orgs to jointly develop an innovative product or shared tech
  • ownership, more control over joint outcomes strategic alliance - ANSWER-a less formal and binding than a joint venture but it is a collaborative agreement between two or more organizations that contribute resources to a common endeavor while maintaining their individuality
  • less control, formal agreement supply sourcing - ANSWER-many orgs establish contracts with key suppliers to acquire resources to supplement in-house resources and capabilities
  • less control, formal agreement trade association - ANSWER-a federation that allows orgs, often in the asme industry, to meet, share info, and monitor one anothers activities (lobby for gov policies to protect industry)
  • less control, formal agreement board interlock - ANSWER-occurs when a director serves on the boards of multiple companies, creating connections among the companies
  • least control over joint outcomes, informal agreement collaborative-network perspective - ANSWER-an emerging alternative to resource- dependence theory and it is when companies join together to become more competitive and to share scarce resources key reasons for collaboration - ANSWER--sharing risks when entering new markets
  • mounting expensive new programs and reducing costs
  • enhancing the org's profile in selected industries and techs

relationships 48 A+ Graded solutions

generalists - ANSWER-orgs with a wide niche- those that offer a broad range of products or services or that serve a broad market specialists - ANSWER-orgs that provide a narrower range of goods or services that serve a narrower market institutional perspective - ANSWER-describes how orgs survive and succeed through congruence between an org and the expectations from its env

  • is about gaining legitimacy with similar businesses on a more cooperative basis underlying principles of institutional perspective - ANSWER--institutional environment
  • legitimacy
  • institutional view and org design
  • institutional similarity institutional env - ANSWER-composed of norms and values from stakeholders legitimacy - ANSWER-defined as the general perception that an orgs actions are desirable, proper, and appropriate within the env's system of norms, values, and beliefs institutional view sees org as having two essential dimensions: - ANSWER--technical: day to day work; governed by norms of rationality and efficiency
  • institutional: part of org most visible to public institutional similarity - ANSWER-institutional isomorphism is the emergence of a common structure and approach among orgs in the same field mimetic forces are the - ANSWER-pressure to copy or model others orgs three mechanisms for institutional adaptation (methods for gaining legitimacy) - ANSWER-mimetic, coercive, normative mimetic - ANSWER-reasons to become similar: uncertainty events: innovation visibility social basis: culturally supported ex: reengineering, benchmarking coercive - ANSWER-reasons to become similar: dependence events: political laws, rules, sanctions social basis: legal example: pollution controls normative - ANSWER-reasons to become similar: duty, obligation

relationships 48 A+ Graded solutions

events: professionalism, certification, accreditation social basis: moral ex: accounting standards, consultant training coercive forces are the - ANSWER-external pressures exerted on an org to adopt structures, techniques, or behaviors similar to other orgs normative forces are the - ANSWER-pressures to achieve standards or professionalism and to adopt techniques that are considered by the professional community to be up to date and effective