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Organizational identities and interorganizational relationships: hijacking of managers' views, approaches and interaction patterns
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.ORCID iD: 0000-0002-0656-4419
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.ORCID iD: 0000-0002-8770-8874
2011 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

A conceptual model on the reciprocal relationship between organizations’ identity and interorganizational relationships is developed in this paper. The rationale is that when organizational members, and particularly managers, are obligated to act on the behalf of the organization, as in engagement in interorganizational relationships, they cannot solely rely on their own assumptions but rather need to turn to the organization’s assumptions for guidance. This may explain why organizations differ in their approach of and interactions in interorganizational relationships beyond current explanations emphasizing the effects of partner complementarity, the influence from objective environmental demands or cost analyses. These traditional explanations can explain some of the differences in how organizations interact, but fall short when it comes to questions such as: “Why can we notice that managers in some organizations are overly restrictive toward interorganizational relationships, even if circumstances and conditions signal that the manager has reasons to be open for such involvement?”; and “How come that several managers from the same organization act as “givers” in exchanges in interorganizational relationships, whereas managers from another organization may all be “takers”, when the organizations display similarities on other aspects?”. This paper aims to target such questions by proposing how organizational identity influences managerial views on interorganizational relationships; the relationships between those managerial views on how interorganizational relationships are approached; how the approach influences the interaction in those relationships; and how the interaction provides feedback that influences the organizational identity.

Place, publisher, year, edition, pages
2011.
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
URN: urn:nbn:se:ltu:diva-31532Local ID: 5be6db3d-50bb-4e1a-b4e7-3166bc11b110OAI: oai:DiVA.org:ltu-31532DiVA, id: diva2:1004766
Conference
European Academy of Management (EURAM) Annual Conference : Back to the Future 19/05/2010 - 22/05/2010
Projects
CiiR-Centre for Inter-Organizational Innovation Research
Note
Godkänd; 2011; 20120117 (ysko)Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2017-11-25Bibliographically approved

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Thorgren, SaraWincent, Joakim

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CiteExportLink to record
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