The evolution of collective strategies in fragmented industries

Article Abstract:

This article revises and expands the theory of collective strategy to include firms in fragmented industries. Collective strategy in fragmented industries may be less visible, but it is no less extensive than in concentrated industries because repetitive patterns of pairwise interorganizational activity can aggregate into emergent collective strategy. This implies that collective activity is a ubiquitous strategy, permeating all types of organizations in fragmented industries. The article offers a process model and a mechanism for aggregating pairwise activity into collective activity based on an extension of the prisoner's dilemma game. A curvilinear relationship between environmental factors and cooperative behavior is proposed. Propositions suggest that the effects of cooperation on performance shift from the firm level to the population level as colonization is completed. (Reprinted by permission of the publisher.)

Business planning

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Determinants of interorganizational relationships: integration and future directions

Article Abstract:

This article integrates the literature on interorganizational relationships into six generalizable determinants of relationship formation, applies these determinants to the prediction of six types of interorganizational relations, and proposes hypotheses for future research that specify the conditions under which each determinant will be more likely to predict different types of relations. These determinants provide the basis for a general theory of interorganizational relationships and suggest that alternative theoretical perspectives on relationship formation provide important but only partial insights into why organizations enter into relationships with one another. (Reprinted by permission of the publisher.)

Associations, institutions, etc., Associations, Joint ventures

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Strategic responses to institutional processes

Article Abstract:

This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures. (Reprinted by permission of the publisher.)

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