Bae, J., & Gargiulo, M. (2004). Partner substitutability, alliance network structure, and firm profitability in the telecommunications industry. Academy of Management Journal,
Beersma, B., & De Dreu, C. K. W. (2002). Integrative and distributive negotiation in small groups: Effects of task structure, decision rule, and social motive. Organizational Behavior and Human Decision Processes,
Brown, L. D., & Ashman, D. (1996). Participation, social capital, and intersectoral problem-solving: African and Asian cases in promoting Civil Society-government cooperation: A selection of IDR reports. Boston, MA: IDR.
Bunn, M. D., Savage, G. T., & Holloway, B. B. (2002). Stakeholder analysis for multi-sector innovations. Journal of Business & Industrial Marketing,
Burt, R. S. (2004). Structural holes and good ideas. The American Journal of Sociology,
Carson, S. J., Madho, A., & Wu, T. (2006). Uncertainty, opportunism, and governance: The effects of volatility and ambiguity on formal and relational contracting. Academy of Management Journal,
Coe, B. A. (1988). Open focus: Implementing projects in multi-organizational settings. International Journal of Public Administration,
Coleman, J. S. (1988). Social capital in the creation of human capital. The American Journal of Sociology,
Cooper, L. G. (2000). Strategic marketing planning for radically new products. Journal of Marketing,
Eden, C., & Huxham, C. (2001). The negotiation of purpose in multi-organizational collaborative groups. The Journal of Management Studies,
Emery, F., & Trist, E. (1965). The casual texture of organizational environments. Human Relations,
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston, MA: Pitman.
Frooman, J. (1999). Stakeholder influence strategies. Academy of Management Review,
Frooman, J., & Murrell, A. J. (2005). Stakeholder influence strategies: The roles of structural and demographic determinants. Business and Society,
Goerzen, A., & Beamish, P. W. (2005). The effect of alliance network diversity on multinational enterprise performance. Strategic Management Journal,
Gray, B. (1985). Conditions facilitating interorganizational collaboration. Human Relations,
Gray, B. (1989). Collaborating: Finding common ground for multiparty problems. San Francisco, CA: Jossey-Bass.
Gray, B. (1994). Obstacles to interorganizational collaboration: Multiple conceptions and multiple methods. In M. Wang & L. Rigby (Eds.), School/community connections: Exploring issues for research and practice. San Francisco, CA: Jossey-Bass.
Gray, B., & Hay, T. M. (1986). Political limits to interorganizational consensus and change. The Journal of Applied Behavioral Science,
Hall, R. H., Clark, J. P., Giordano, P. C., Johnson, P. V., & van Roekel, M. (1977). Patterns of interorganizational relationships. Administrative Science Quarterly,
Hardy, C., & Phillips, N. (1998). Strategies of engagement: Lessons from the critical examination of collaboration and conflict in an interorganizational domain. Organization Science,
Harrigan, K. R., & Newman, W. H. (1990). Bases of interorganizational co-operation: Propensity, power, persistence. The Journal of Management Studies,
Hofmeister, A., & Borchert, H. (2004). Public–private partnership in Switzerland: Crossing the bridge with the aid of a new governance approach. International Review of Administrative Sciences,
Huxham, C. (1993). Pursuing collaborative advantage. The Journal of the Operational Research Society,
Huxham, C. (1996). Creating collaborative advantage. London: Sage.
Huxham, C., & Vangen, S. (2000a). Ambiguity, complexity and dynamics in the membership of collaboration. Human Relations,
Huxham, C., & Vangen, S. (2000b). Leadership in the shaping and implementation of collaboration agendas: How things happen in a (not quite) joined-up world. Academy of Management Journal,
Huxham, C., & Vangen, S. (2004). Doing things collaboratively: Realizing the advantage or succumbing to inertia? Organizational Dynamics,
Huxham, C., & Vangen, S. (2005). Managing to collaborate: The theory and practice of collaborative advantage. London: Routledge.
Jawahar, I. M., & McLaughlin, G. L. (2001). Toward a descriptive stakeholder theory: An organizational life cycle approach. Academy of Management Review,
Lambe, C. J., Spekman, R. E., & Hunt, S. D. (2000). Interimistic relational exchange: Conceptualization and propositional development. Journal of the Academy of Marketing Science,
Lawrence, T. B., Hardy, C., & Phillips, N. (2002). Institutional effects of interorganizational collaboration: The emergence of proto-institutions. Academy of Management Journal,
Lax, D. A., & Sebenius, J. K. (1986). The manager as negotiator. New York, NY: The Free Press.
Li, J., & Hambrick, D. C. (2005). Fractional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams. Academy of Management Journal,
Maguire, S., Phillips, N., & Hardy, C. (2001). When ‘silence = death’, keep talking: Trust, control and the discursive construction of identity in the Canadian HIV/AIDS treatment domain. Organization Studies,
Mayer, K. J., & Salomon, R. M. (2006). Capabilities, contractual hazards, and governance: Integrating resourced-based and transaction cost perspectives. Academy of Management Journal,
McEvily, B., & Marcus, A. (2005). Embedded ties and the acquisition of competitive capabilities. Strategic Management Journal,
Mendelson, N., & Polonsky, M. J. (1995). Using strategic alliances to develop credible green marketing. Journal of Consumer Marketing,
Pfeffer, J., & Salancik, G. (1978). The external control of organizations. New York, NY: Harper & Row.
Polonsky, M. J. (1995). A stakeholder theory approach to designing environmental marketing strategy. Journal of Business and Industrial Marketing,
Polonsky, M., & Ottman, J. (1998). Stakeholders contribution to the green new product development process. Journal of Marketing Management,
Powell, W. W., Koput, K. W., & Smith-Doerr, L. I. (1996). Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly,
Provan, K. G., & Milward, H. B. (1995). A preliminary theory of interorganizational network effectiveness: A comparative study of four community mental health systems. Administrative Science Quarterly,
Reuer, J. J., & Ragozzino, R. (2006). Agency hazards and alliance portfolios. Strategic Management Journal,
Ring, P. S., & Van de Ven, A. H. (1992). Structuring cooperative relationships between organizations. Strategic Management Journal,
Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management Review,
Rowley, T. J. (1997). Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review,
Rowley, T. J., & Moldoveanu, M. (2003). When will stakeholder groups act? An interest- and identity-based model of stakeholder group mobilization. Academy of Management Review,
Savage, G. T., Nix, T. W., Whitehead, C. J., & Blair, J. D. (1991). Strategies for assessing and managing organizational stakeholders. Academy of Management Executive,
Schermerhorn, J. R., Jr. (1975). Determinants of interorganizational cooperation. Academy of Management Journal (pre-1986), 18(000004), 846.
Sharfman, M. P., Gray, B., & Yan, A. (1991). The context of interorganizational collaboration in the garment industry: An institutional perspective. The Journal of Applied Behavioral Science,
Shortell, S. M., Zukoski, A. P., Alexander, J. A., Bazzoli, G. J., Conrad, D. A., Hasnain-Wynia, R., et al. (2002). Evaluating partnerships for community health improvement: Tracking the footprints. Journal of Health Politics, Policy and Law,
Singh, K., & Mitchell, W. (2005). Growth dynamics: The bidirectional relationship between interfirm collaboration and business sales in entrant and incumbent alliances. Strategic Management Journal,
Sink, D. (1996). Five obstacles to community-based collaboration and some thoughts on overcoming them. In C. Huxham (Ed.), Creating collaborative advantage (pp. 101–109). London: Sage.
Soda, G., Usai, A., & Zaheer, A. (2004). Network memory: The influence of past and current networks on performance. Academy of Management Journal,
Stafford, E. R., & Hartman, C. L. (1996). Green alliances: Strategic relations between businesses and environmental groups. Business Horizons,
Steensma, H. K., & Corley, K. G. (2000). On the performance of technology-sourcing partnerships: The interaction between partner interdependence and technology attributes. Academy of Management Journal,
Steensma, H. K., Marino, L., Weaver, K. M., & Dickson, P. H. (2000). The influence of national culture on the formation of technology alliances by entrepreneurial firms. Academy of Management Journal,
Stuart, T. E. (2000). Interorganizational alliances and the performance of firms: A study of growth and innovation rates in a high-technology industry. Strategic Management Journal,
Susskind, L., McKearnan, S., & Thomas-Larmer, J. (1999). Consensus-building handbook. Thousand Oaks, CA: Sage.
Trist, E. (1983). Referent organizations and the development of inter-organizational domains. Human Relations,
Van de Ven, A. H., & Ferry, D. L. (1980). Measuring and assessing organizations. New York, NY: Wiley.
Vangen, S., & Huxham, C. (2003a). Nurturing collaborative relations: Building trust in interorganizational collaboration. The Journal of Applied Behavioral Science,
Vangen, S., & Huxham, C. (2003b). Enacting leadership for collaborative advantage: Dilemmas of ideology and pragmatism in the activities of partnership managers. British Journal of Management,
Waddock, S. (1989). Understanding social partnerships: An evolutionary model of partnership organizations. Administration and Society,
Waddock, S. (2002). Leading corporate citizens. New York, NY: McGraw Hill.
White, S., & Lui, S. S. (2005). Distinguishing costs of cooperation and control in alliances. Strategic Management Journal,
Zaheer, A., & Bell, G. G. (2005). Benefiting from network position: Firm capabilities, structural holes, and performance. Strategic Management Journal,