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This page contains abstracts of documents authored by project members.  To request the entire document, send e-mail to Christine Mikhail.

Each entry has a title, a summary, a list of authors, a date of publication or when it was last updated.

Abstracts

The Co-evolution of Strategic Alliances
The Evolution of New Organizational Forms
Argumentation Rationality of Management Decisions
Market into Hierarchy: The Restructuring of Large German Companies

The Co-evolution of Strategic Alliances

This paper proposes a co-evolutionary theory of strategic alliances. The paper proposes a framework which views strategic alliances in the context of the adaptation choices of a firm. Strategic alliances, in this view, are embedded in a firm’s strategic portfolio, and co-evolve with the firm’s strategy, the institutional, organizational and competitive environment and with management intent for the alliance. Specifically, we argue that alliance intent may be described, at any time, as having either exploitation or exploration objectives. We further discuss how the morphology of an alliance -- absorptive capacity, control and identification – may be isomorphic with its intent, and, in the aggregate, drive the evolution of the population of alliances.

By:           Mitchell P. Koza, Arie Y. Lewin
Date Added:   Before Tuesday, May 26, 1997              
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The Evolution of New Organizational Forms

This paper proposes a co-evolutionary theory of strategic alliances. The paper proposes a framework which views strategic alliances in the context of the adaptation choices of a firm. Strategic alliances, in this view, are embedded in a firm’s strategic portfolio, and co-evolve with the firm’s strategy, the institutional, organizational and competitive environment and with management intent for the alliance. Specifically, we argue that alliance intent may be described, at any time, as having either exploitation or exploration objectives. We further discuss how the morphology of an alliance -- absorptive capacity, control and identification – may be isomorphic with its intent, and, in the aggregate, drive the evolution of the population of alliances.

By:           Arie Y. Lewin,Chris Long,Timothy N. Carrol
Date Added:   Before Tuesday, May 26, 1997              
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Argumentation Rationality of Management Decisions

No abstract available at this time

By:                            Axel V. Werder
Date Added:             Before Tuesday, May 26, 1997

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Market into Hierarchy: The Restructuring of Large German Companies

This article develops the thesis that the current organizational restructuring activities in large German companies can - to a high degree - be described as a shift towards market-oriented design concepts. With the world-wide rise of reorganization activities, German management is changing traditional structures by forcefully bringing „market into hierarchy". The study traces the far-reaching changes in the organizational landscape back to general principles and compares the restructuring patterns of German and U.S. companies in two industries (chemical, motor vehicles and parts companies) using an international database of publicly available accounts of companies’ change activities. In trying to reconstruct managerial decisions concerning market-oriented organization structures we refer to a concept which looks at the conceptual bases of organizational change in efficiency assumptions held by managers. Using the exploitation-exploration typology, which was introduced by James G. March into the theory of organizational learning, innovative organization design is characterized as a change in the basic assumptions on cooperational and motivational behavior. Market-oriented patterns of organization design are operationalized for the empirical analysis by introducing three areas of change actions (boundary to the external market; orientation towards external market signals; creating internal markets). The empirical results draw a differentiated picture of the change actions in the two countries and the two industries under investigation. For all three areas of restructuring the items on the whole indicate a higher level of market-oriented change activities for German companies in comparison to U.S. companies (cross-country analysis). In both countries the accounts indicate more of this kind of change activities in the motor vehicles and parts industry than in the chemical industry, though the difference is not revealed to a marked degree (cross-industry analysis). The findings provide new insights into the various facets of the plan-market-dichotomy and lead to six propositions to be investigated in the subsequent empirical studies.

By:           Erich Frese, Ludwig Theuvsen
Date Added:   Monday, June 15, 1998

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