Interorganizational Relationships and Learning
Interorganizational Relationships and Learning
By
Nicole Kehler
Copyright 2004, Nicole Kehler
Introduction
In the last two decades the literature concerning interorganizational relationships
(IRs), particularly strategic alliances, joint ventures, and social network analysis, has exploded. There has been a growing interest in how learning occurs in these various forms of cooperative arrangements. The nascent literature concerning learning processes in IRs suggests that learning occurs on both micro and macro levels (e.g. Knight 2002).
At the micro level of analysis, inter-personal links generally offer individuals the opportunity to share and learn skills that will improve their personal lives. At the macrolevel of analysis, IRs often provide a forum for professionals to share and receive knowledge which may result in improving their companies’ competitiveness and profitability. It is the latter level of analysis that this essay addresses, primarily focusing on the ways in which learning through IRs improves organizational life. IRs have the potential to add value to organizations in two ways: 1) they provide the possibility for firm innovation and enhancement, and 2) they also offer employees the chance to discuss current professional practices with others in related fields, which may enable employees to perform better their various tasks.
The purpose of this essay is to understand better the ways in which organizations learn through their use of IRs. First, it explores literature that discusses the various kinds of IRs and their functions and how interorganizational partnerships may contribute to learning within an organization. Next, it highlights the results of interviews of two local nonprofit CEOs who participate in IRs in an effort to compare the extent in which these individuals’ practical experience relates to and agrees with the scholarly literature. While the benefits of IRs are usually discussed in reference to their
By
Nicole Kehler
Copyright 2004, Nicole Kehler
Introduction
In the last two decades the literature concerning interorganizational relationships
(IRs), particularly strategic alliances, joint ventures, and social network analysis, has exploded. There has been a growing interest in how learning occurs in these various forms of cooperative arrangements. The nascent literature concerning learning processes in IRs suggests that learning occurs on both micro and macro levels (e.g. Knight 2002).
At the micro level of analysis, inter-personal links generally offer individuals the opportunity to share and learn skills that will improve their personal lives. At the macrolevel of analysis, IRs often provide a forum for professionals to share and receive knowledge which may result in improving their companies’ competitiveness and profitability. It is the latter level of analysis that this essay addresses, primarily focusing on the ways in which learning through IRs improves organizational life. IRs have the potential to add value to organizations in two ways: 1) they provide the possibility for firm innovation and enhancement, and 2) they also offer employees the chance to discuss current professional practices with others in related fields, which may enable employees to perform better their various tasks.
The purpose of this essay is to understand better the ways in which organizations learn through their use of IRs. First, it explores literature that discusses the various kinds of IRs and their functions and how interorganizational partnerships may contribute to learning within an organization. Next, it highlights the results of interviews of two local nonprofit CEOs who participate in IRs in an effort to compare the extent in which these individuals’ practical experience relates to and agrees with the scholarly literature. While the benefits of IRs are usually discussed in reference to their
References: Barringer, Bruce R. and Jeffrey S. Harrison. 2000. “Walking a Tightrope: Creating Value Through Interorganizational Relationships Brown, Trevor and Matthew Potoski. 2002. “Transaction costs and institutional explanation for government service production decisions.” Journal of Public Dyer, Jeffrey H. and Kentaro Nobeoka. 2000. “Creating and Managing a HighPerformance Knowledge-Sharing Network: The Toyota Case.” Strategic Management Journal 21: 345-367. Knight, Louise. 2002. “Network Learning: Exploring Learning by Interorganizational Networks.” Human Relations 55 (4): 427-454. Kraatz, Matthew S. 1998. “Learning by Association? Interorganizational Networks and Adaptation to Environmental Change.” Academy of Management Journal 41 (6): 621643. Raab, Jörg and H. Brinton Milward. 2003. “Dark Networks as Problems.” Journal of Public Administration Research and Theory 13 (4): 413-439. Scott, W. Richard. 2003. Organizations: Rational, Natural, and Open Systems. Upper Saddle River, NJ: Prentice Hall.