The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study

Article Abstract:

A longitudinal study examined three interfirm networks in the automatic packaging machine industry to investigate the evolution of the network structures and the evolution of their relational capability. The Italian manufacturers in the study relied on a new collaborative strategy with several chosen suppliers to avail of complementary competencies. Lead firms were found to be homogeneous in their attempts to organize the interfirm network to which they belong. Results demonstrated that interfirm networks can be formed and deliberately designed, with managers creating a specialized supplier network over time and constructing a narrower and more competitive set of core competencies. The study also showed that the ability to integrate knowledge inside as well as outside the boundaries of the firm becomes a unique organizational capability.

Packaging Machinery Manufacturing, Organizational Methods NEC, Packaging machinery, Packaging Machinery ex Food, Packaging industry, Organizational change, Industrial suppliers

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Technology development mode: a transaction cost conceptualization

Article Abstract:

The decision of R&D directors to use internal R&D or enter into technology alliances was examined to investigate the development mode preferred by firms in introducing innovations to the market. Data were supplied by 264 R&D directors from a myriad of American industries, 191 of whom relied on internal innovation for their last major innovation project while 53 used an alliance. Findings revealed that firms participating in technology alliances tend to be less committed to product category-specific assets, experience greater technological uncertainty and be more able to quantify innovation performance. These firms were also found to enjoy more successful technology alliance experiences and to compete in lower growth product categories.

Technological innovations, Strategic alliances (Business)

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Capabilities, technological diversification and divisionalization

Article Abstract:

A study is conducted to determine the impact of organizational structure on the types of technological knowledge sharing in companies, such as the research and development (R&D) diversification strategies adopted in large organizations. It is hypothesized that the extent of R&D diversification is inversely related to the extent of divisionalization in large, multidivisional companies. It is proposed that the diversification level is higher in organizations that are less divisionalized. Transaction cost theory is used to advance the argument that the extent of diversification in big companies reflect the importance they place on interdivisional coordination. The findings of the study support the hypothesis.

Diffusion of innovations, Technology transfer

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