Accountability in Voluntary Partnerships: To Whom and for What?

This paper contributes to the understanding of accountability in collaborative governance by presenting views of practitioners from partnerships formed between K-12 public schools and private and nonprofit organizations in the United States. It focuses on two questions: what do partnership practitioners see the partnerships as being accountable for? And to whom do they see the partnerships as being accountable? The findings suggest that partnership participants reveal more of client-based and results-oriented views of accountability. They are more directly concerned about professional accountability and accountability to the partners. A concentric-circles model is then developed to illustrate the accountability relationships in partnerships.     

Explaining performing R&D through alliances: Implications for the business model of Italian dedicated biotech firms

In recent years management scholars and practitioners have been interested in Research and Development (R&D) partnering, especially in high-tech industries. While the motivations of research partnership formation have been widely explored in literature, little attempt has been undertaken to examine the effects of research partnerships on R&D productivity and the implications for business models of the new ventures. In this paper we try to shed some light on the business models of the young ventures involved in R&D partnerships and their effect on R&D productivity. Our hypotheses are that experience in previous alliances, repeated partnerships and tight relationships have positive effects on R&D productivity while rigid governance structures and public R&D subsidies have negative effects on such productivity. We discuss how these aspects affect the business models of biotech firms. We test our hypotheses on a sample of 55 Italian DBFs (Dedicated Biotech Firms). Results support our hypotheses. Managerial implications and further issues for future research are discussed.     

DIY Do’s and Don’ts: Limitations to Building University-Community Partnerships with Low Resource Communities of Color

Communities are becoming more diverse and urban planning programs must train students to work with a range of constituents. Little is known about the role of university-community partnerships involved in tactical urbanism as a method to revitalize low resource communities of color. This paper describes the planning process in a partnership between Florida State University and its surrounding community. We highlight the role of faculty and students in facilitating a studio project in Frenchtown implementing tactical urbanism. It also provides the voices of residents, City officials, and non-profit organizations. We conclude with recommendations to improve university-community partnerships through long-term engagement in surrounding communities.     

Firm-nonprofit collaboration: Explaining the rationale behind firms’ cross-sector partner choices

Cross-sector partnerships between firms and nonprofit organizations (NPOs) are emerging at an unprecedented rate to address sustainability issues. Extant research on cross-sector partnerships explains the firms' motivations to engage in partnerships but little is known about what drives the firms' partner choice. We build on firm-firm alliance research, differentiating between network-reinforcing and network-broadening strategies for finding partners. Based on a qualitative study with 33 experts from 17 frontrunner companies and 14 partnering NPOs, as well as secondary data, we assess the trade-offs between these two strategies and explore firms’ partner search and selection decisions. We advance cross-sector partnership research by proposing three drivers to explain why firms in our sample preferred to reinforce (rather than to broaden) their networks when forming additional cross-sector partnerships for sustainability. Moreover, we propose two conditions to explain why frontrunner firms often rely on opportunity-driven (rather than search-driven) partnership formation. These insights shed light on the type of formation strategy used in the context of cross-sector partnerships for sustainability.     

LOGISTICS PARTNERSHIPS AND SUPPLY CHAIN RESTRUCTURING: SURVEY RESULTS FROM THE U.S. COMPUTER INDUSTRY

This research investigates the interaction between formation of logistics partnerships and supply chain restructuring in the U.S. computer industry via a survey of 30 ongoing partnerships. Partnerships that have included restructuring are compared to those that have not. Examples of representative partnerships are presented. The survey results indicate that restructurers use partnerships to facilitate restructuring. Restructurers and non-restructurers form partnerships for different reasons and realize different types of benefits. Furthermore, restructurers realize greater benefits than do non-restructurers and view their partnerships as more successful. Restructurers report dramatic improvements in logistics cost (1l-30%) and order cycle time (62%). The research contributes to the existing literature by highlighting restructuring as an important aspect of logistics partnership formation and by presenting empirical data that shows how the two strategies are linked.     

Power and control in professional partnerships

Strategic management controls in professional partnership firms are different from controls in companies. A recently developed model of strategic management controls in the partnership firm was applied in a modified form to a sample of 60 firms in three traditional professions—law, accounting and architecture. Strategic management in the partnerships was broadly consistent with the model but we identified three adaptations in 10 of the sample of firms: corporate planner, corporate monitor and operations monitor. This article explains these adaptations and suggests that the form which strategic control takes in a partnership depends on the distribution of power in the firm.     

A learning perspective on the offshoring of advanced services

Based on longitudinal case studies of offshoring of advanced IT and engineering services from Danish firms to Indian firms, this paper explores organizational learning that occurs over time in both home and host firms and uses learning as a measure of the firm impact of advanced services offshoring. The findings are consistent with the theoretical view that advanced services offshoring must be understood as an antecedent for strategic business development and organizational change in both home and host firms. The study shows that when offshoring partnerships mature and firms gain experience, learning in both home and host firms evolves over time and differs in many cases from their initial objectives and expectations. In some of the Danish firms engaging in offshoring even ignites a process of strategic transformation. Both Danish and Indian firms use the input from their offshoring partnership to upgrade their organizations and business processes.     

The Role of Interorganizational and Organizational Factors on the Decision Mode for Adoption of Interorganizational Systems*

The dramatic growth of interorganizational systems (IOS) has changed the way organizations conduct their business, and has resulted in significant tangible and intangible benefits being realized by participating firms. However, the implementation of these IOS requires the cooperation and commitment of all the participating members. These members may have complex economic and business relationships among themselves that can result in a number of social, political, and economic factors influencing the adoption and implementation of IOS. This study examines the role of interorganizational and organizational factors on the decision mode for adoption of IOS, in the specific context of electronic data interchange (EDI). Four interorganizational factors, based on the socio-political framework derived from research in marketing, and five organizational factors based on research in IS were used in the study. The data for the study were collected through a large scale field survey. Two respondents, the sales/purchase manager and the IS manager, from 201 firms responded to the survey. The results of discriminant analysis of the data reveal that two interorganizational variables, competitive pressure and exercised power, and two organizational variables, internal need and top management support, are important variables to differentiate firms with proactive decision mode from firms with reactive decision mode. The study also evaluates the differences between proactive and reactive firms on three implementation outcomes. Proactive firms are found to have greater extent of adaptation, more external connectivity with trading partners, and better integration of EDI information in their internal IS applications.     

Information sharing in supply chains

Supply chain is defined as a system of suppliers, manufacturers, distributors, retailers and customers where material, financial and information flows connect participants in both directions. Most supply chains are composed of independent agents with individual preferences. It is expected that no single agent has the power to optimise the supply chain. Supply chain management is now seen as a governing element in strategy and as an effective way of creating value for customers. The so-called bullwhip effect, describing growing variation upstream in a supply chain, is probably the most famous demonstration that decentralised decision making can lead to poor supply chain performance. Information asymmetry is one of the most powerful sources of the bullwhip effect. Information sharing of customer demand has an impact on the bullwhip effect. Information technology has lead to centralised information, shorter lead times and smaller batch sizes. The analysis of causes of the bullwhip effect has lead to suggestions for reducing the bullwhip effect in supply chains by strategic partnership. Supply chain partnership leads to increased information flows, reduced uncertainty, and a more profitable supply chain. The cooperation is based on contacts and formal agreements. Information exchange is very important issue for coordinating actions of units. New business practices and information technology make the coordination even closer. Information sharing and strategic partnerships of units can be modelled by different network structures.     

Partnerships as strategic choices in public management

Partnerships are not new phenomena in public administration. However, there is now a more explicit recognition that managing public policy networks involves partnerships within and across policy fields and linking interdependent levels of government nationally and internationally. The aim of this paper is to widen the scope of strategic choice in designing partnerships in public management by developing an alternative approach: the Power-Role Analysis. As the term suggests, Power-Role Analysis uses distinctions between types of power and the roles and relationships corresponding with them to clarify and define different forms of partnership. Power-role analysis provides a basis for considering systematically the problems that arise in managing partnerships of different kinds. It also gives guidance for establishing congruence between forms of partnerships and the results to be expected from selecting one form rather than another. The Power-Role analysis is afterwards performed, its focus being two empirical cases.     

Strengthening Local Governance in Developing Countries: Partnership as an Alternative Approach

One of the major current concerns in administrative science is the scarcity of partnership-based administration in developing countries, where the capacity of local government is generally weak. Due to the impact of globalisation, the growth of information technology and the rise of third sector organisations, public administration has adopted a new paradigm but given it different names i.e., partnership, public-private partnership, networking, sound governance, good governance etc. As a result, the notion of partnership has emerged as one of the key approaches to meeting the governance challenges of the new millennium focusing, in particular, on building and strengthening the capacity of local governance. As a model, the sustainability of a social system based solely on state capacity has failed in most developing countries. As such, this paper intends to analyse the prospects for partnership based local governance in the developing countries. We argue that there is no alternative to building partnerships at the local government level between the state, private and civil society in order to improve the capacity of local government, enabling it to better attain sustainability, ensure good governance and promote participation in an attempt to mitigate the problems of social exclusion and fragmentation in the delivery of services and products.     

Effects of Partnership Quality,Talent Management,and Global Mindset on Performance of Offshore IT Service Providers in India

This paper investigates the effects of partnership quality, talent management and global mindset on the performance of offshore service providers (OSPs) in the information technology sector in India. The findings show that partnership quality has partial and strong mediation effects on the impact of talent management and global mindset on performance of OSPs. We also find that talent management strongly mediates the effects of global mindset on partnership quality. Overall, the results confirm that global mindset, by itself, has limited direct influence on the performance of OSPs and that the full benefits of global mindset can only be enjoyed by OSPs which have well developed talent management and high quality partnerships with their clients. The implications and limitations of the study are also discussed.     

Partnerships for heritage conservation: evidence from the archeological site of Herculaneum

In the present paper, we investigate the Herculaneum Conservation Project (HCP), a partnership agreement between one public and two non-profit actors aimed at improving the conservation of the archeological site of Herculaneum. The study is motivated by different elements of interests. First, although HCP has been defined by UNESCO as a significant case study for private–public partnership (PPP) in the cultural heritage sector, its financial and organizational aspects are still under-investigated. Second, and quite paradoxically, an analysis of HCP through the lenses of PPP literature reveals its distinctive nature—i.e. more a borderline case than a typical example of PPP. Third, the presence of a similar archeological site nearby Herculaneum—i.e. Pompeii, also defined as a Herculaneum sister city—allows a thorough assessment of the benefit of the partnership scheme in a counterfactual logic. Through the study, we complement the current debate on partnerships in the heritage field, we report on an atypical experience of partnership, and we problematize the rationale of this governance solution within the Italian public sector.     

The soft side of knowledge transfer partnerships between universities and small to medium enterprises: an exploratory study to understand process improvement

Abstract

The study explores the soft side of knowledge transfer partnerships between universities and small to medium enterprises (SMEs), a topic which is often neglected in the knowledge management literature. The aim of this paper is to uncover the issues which emerge during formation of a partnership between heterogeneous organizations and universities. In addition, the study unfolds the criticalities of typical process improvement capability that supports the knowledge transfer partnerships between universities and SMEs. Using multiple cases, this study unravels the dominant elements that influence knowledge transfer process development, governance, implications and responsibilities. The major contribution of this study is the development of a framework based on empirical evidence using three knowledge transfer partnerships (KTPs) which illustrates the way in which soft factors in knowledge transfer partnership phases may have an impact on success or failure of university–industry collaborations for innovation.     

基于讨价还价的私募基金机制比较研究

作为私募基金的主要形式，有限合伙制具有比公司制更高的激励作用，原因可能是两者在契约设计上的不同。本文引入讨价还价模型对公司制与有限合伙制进行分析，求解了两种机制下的均衡契约。研究发现，股东(或有限合伙人)和经理(或普通合伙人)之间的博弈等价于包含外部选择的讨价还价博弈，当经理保留收益不断提高，有限合伙制将逐步取代公司制。进一步地，有限合伙制将给出更高的分成比例，进而实现更高的激励，更有效地利用人力资本。     

Partnerships in health care: creating a strong value chain

The health care climate is one of stormy relations between various entities. Employers, managed care organizations, hospitals, and physicians battle over premiums, inpatient rates, fee schedules, and percent of premium dollars. Patients are angry at health plans over problems with access, choice, and quality of care. Employers dicker with managed care organizations over prices, benefits, and access. Hospitals struggle to maintain operations, as occupancy rates decline and the shift to ambulatory care continues. Physicians strive to assure their patients get quality care while they try to maintain stable incomes. Businesses, faced with similar challenges in the competitive marketplace, have formed partnerships for mutual benefit. Successful partnerships are based upon trust and the concept of "win-win." Communication, ongoing evaluation, long-term relations, and shared values are also essential. In Japan, the keiretsu contains the elements of a bonafide partnership. Examples in U.S. businesses abound. In health care, partnerships will improve quality and access. When health care purchasers and providers link together, these partnerships create a new value chain that has patients as the focal point.     

Organizational structure and success of international joint ventures in emerging economies: the case of Spanish–Moroccan SMEs

One of the most common ways in which SMEs internationalize their business is through the creation of joint ventures; nevertheless, many of these fail. To avoid this risk, it is important to identify the factors that favour the continuity of such enterprises. The aim of this paper is to analyse the factors related to organizational structure that determine the success of international joint ventures between SMEs in emerging economies, taking as the particular area of study the question of joint ventures between Spanish and Moroccan firms, located in Morocco. The research hypotheses were tested using a linear regression model applied to a sample of 210 international joint ventures. The results obtained from a structured survey show that, with respect to the success of the partnership, significant factors include the existence of majority ownership by the foreign partner, management by a local CEO and the effort made by each party to adapt to the management style of the other. This research contributes to the knowledge of the main factors related to the organizational structure of joint ventures that influence the level of success achieved. The value provided by this research lies in the breadth of the sample examined, in its focus on a very common type of partnership between SMEs, on which very little has been previously studied, and in the fact that the results obtained are extensible to other realities, such as partnerships between European companies and those from countries with similar characteristics (located in Africa or in countries where an Arab culture prevails).     

CONTROL RIGHTS IN COMPLEX PARTNERSHIPS

This paper develops a theory of the allocation of authority between two players who are in a complex partnership, that is, a partnership which produces impure public goods. We show that the optimal allocation depends on technological factors, the parties’ valuations of the goods produced, and the degree of impurity of these goods. When the degree of impurity is large, control rights should be given to the main investor, irrespective of preference considerations. There are some situations in which this allocation is optimal even if the degree of impurity is very low as long as one party’s investment is more important than the other party’s. If the parties’ investments are of similar importance and the degree of impurity is large, shared authority is optimal with a greater share going to the low‐valuation party. If the importance of the parties’ investments is similar but the degree of impurity is neither large nor small, the low‐valuation party should receive sole authority. We analyze an extension in which side payments are infeasible. We check for robustness of our results in several dimensions, such as allowing for multiple parties or for joint authority, and apply our results to interpret a number of complex partnerships, including those involving schools and child custody.     

Strategy Formation Across Organizational Boundaries: An Interorganizational Process Model

Strategic decision‐makers today face complex environments with meta‐problems that cut across multiple industries. Single organizations cannot address these meta‐problems. As a result, organizations collaborate with partners, among them also competitors, and commonly work together in multi‐partner initiatives (MPIs). How these organizations jointly form an interorganizational strategy (IOS), however, is not well understood. In this paper, we extend the current strategy process conceptualizations from an intraorganizational focus of a single firm to an interorganizational process of multiple strategy‐making entities working together. We selected the eMobility sector as our research context to develop such an IOS process model. We first developed 25 cases on MPIs in the German‐speaking area based on interviews and desk research, before we focused on the eMobility ecology in the southern part of Germany. We identified 291 MPIs, conducted interviews with 19 central actors, held several workshops and informal gatherings, and complemented these data with an analysis of publicly accessible documents. Using an inductive research design, we developed a process model that unfolds in three phases: initiation, negotiation and execution. We reveal specific process dynamics in MPIs to be critical in the formation and manifestation of IOS.     

Wenn die Business-Partnerschaft zur Qual wird Coaching eines Führungsduals

When a business partnership becomes a pain With this article, the author illustrates the process of coaching between the two partners of a consulting firm. Due to interpersonal and factual conflicts, there was no common strategy of the two partners. The analysis of the situation showed a different cultural approach towards problem solving, different stakes in their partnership and actual as well as past personal conflicts. All the possible models, which were developed with the two partners, to bridge the gap failed because of the personal interests. The work process was made more transparent. Finally there was positively decided on a plan to split the partnership internally without breaking up the company.