Value Creation in Inter-Organizational Collaboration: An Empirical Study
- 1k Downloads
Over the last decade, businesses, policymakers, and researchers alike have advocated the need for (and potential of) value creation through inter-organizational collaboration. Researchers have widely argued that organizations that are engaged in collaborative processes create value. Because researchers have tended to focus on the identification of organizational motivations and on key success factors for collaboration, however, both the nature and processes of value creation in inter-organizational collaboration have yet to be examined. A recent theory by Austin and Seitanidi (Nonprofit Volunt Sect Q 41(5):726–758, 2012a; Nonprofit Volunt Sect Q 41(6):929–968, 2012b) has proposed an analytical framework for analyzing value creation in inter-organizational collaboration, based on four types of value. The purpose of this current study is to empirically test this framework, and to provide key pointers for analyzing the nature of value, particularly in relation to learning. Our detailed empirical research is based on a 6-year retrospective case study of an inter-organizational partnership within an international development project for local economic development in Guatemala. The study’s contributions are twofold. First, it provides evidence of the critical path of the creation of diverse types of values in a collaborative process; second, it links the different types of value creation with the types of learning that occur in an inter-organizational process.
KeywordsInter-organizational collaboration Value creation Critical path Learning Capacity-building International development and cooperation
- Agranoff, R., & McGuire, M. (2003). Collaborative public management: New strategies for local governments. Washington, DC: Georgetown University Press.Google Scholar
- Austin, J. E. (2000a). The collaboration challenge: How nonprofits and businesses succeed through strategic alliances. San Francisco, CA: Jossey-Bass.Google Scholar
- Biermann, F., Chan, M., Mert, A., & Pattberg, P. (2007). Multi-stakeholder partnerships for sustainable development: Does the promise hold? In P. Glasbergen, F. Biermann, & A. P. J. Mol (Eds.), Partnerships, governance and sustainable development: Reflections on theory and practice (pp. 239–260). Cheltenham: Edward Elgar.Google Scholar
- Boyatzis, R. E. (1998). Transforming qualitative information: Thematic analysis and code development. London: Sage.Google Scholar
- C&E Advisory Services. (2014). Corporate–NGO partnerships barometer 2014. Retrieved December 3, 2014 from http://www.candeadvisory.com/sites/default/files/Headline_Findings_Barometer_2014.pdf.
- Caumartin, C. (2005). Racism, violence, and inequality: An overview of the Guatemalan case. CRISE working paper, University of Oxford.Google Scholar
- Corbin, J., & Strauss, A. (Eds.). (2008). Basics of qualitative research: Techniques and procedures for developing grounded theory. Thousand Oaks: Sage.Google Scholar
- Covey, J., & Brown, L. D. (2001). Critical cooperation: An alternative form of civil society-business engagement. London: Institute for Development Research.Google Scholar
- Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.Google Scholar
- Fink, L. D. (2003). Creating significant learning experiences: An integrated approach to designing college courses. San Francisco: Jossey-Bass.Google Scholar
- Friedman, M. (1970, September 13). The social responsibility of business is to increase its profits. New York Times Magazine, pp. 122–126.Google Scholar
- Gray, B. (1989). Collaborating. San Francisco, CA: Jossey-Bass.Google Scholar
- Gray, B., & Stites, J. P. (2013). Sustainability through partnerships: Capitalizing on collaboration. Network for Business Sustainability. Retrieved December 3, 2014 from nbs.net/knowledgeGoogle Scholar
- Hart, S. (2005). Capitalism at the Crossroads: The unlimited business opportunities in solving the world’s most difficult problems. Upper Saddle River, NJ: Pearson Education Inc, Publishing as Wharton School Publishing.Google Scholar
- Hart, S., & Prahalad, C. K. (2002). The fortune at the bottom of the pyramid. Strategy Business, 26, 54–67.Google Scholar
- Hartwich, F., González, C., & Vieira, L. F. (2005). Public-private partnerships for innovation-led growth in agrichains: A useful tool for development in Latin America? International Food Policy Research Institute (IFPRI). International Service for National Agricultural Research (ISNAR). Retrieved December 3, 2014 from http://ebrary.ifpri.org/cdm/ref/collection/p15738coll2/id/62061.
- Huxham, C. (1996). Creating collaborative advantage. London: Sage.Google Scholar
- Kaplan, A. (2010). Capacity Building: Shifting the Paradigms of Practice. Development in Practice, 10(3 & 4), 517–526.Google Scholar
- Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33–42.Google Scholar
- Katz, R. L. (1974). Skills of an effective administrator. Harvard Business Review, 52(5), 90–102.Google Scholar
- Kohlbacher, F. (2005). The use of qualitative content analysis in case study research. Forum Qualitative Sozialforschung/Forum: Qualitative Social Research 7(1), Art. 21. Retrieved April 6, 2015 from http://www.qualitative-research.net/index.php/fqs/article/view/75/154.
- Koller, T. (1994). What is value-based management? McKinsey Quarterly. Retrieved December 3, 2014 from http://www.mckinsey.com/insights/corporate_finance/what_is_valuebased_management
- Kurucz, E., Colbert, B., & Wheeler, D. (2008). The business case for corporate social responsibility. In A. Crane, A. McWilliams, D. Matten, J. Moon, & D. Siegel (Eds.), The Oxford handbook of corporate social responsibility. Oxford: Oxford University Press.Google Scholar
- Lacy, P., Cooper, T., Hayward, R., & Neuberger, L. (2010). A new era of sustainability, CEO reflections on progress to date, challenges ahead and the impact of the journey toward a sustainable economy. UN Global Compact–Accenture CEO Study (pp. 1–59). Retrieved December 3, 2014 from http://www.accenture.com/sitecollectiondocuments/pdf/accenture_a_new_era_of_sustainability_ceo_study.pdf.
- London, T., & Hart, S. L. (2010). Next generation business strategies for the base of the pyramid: New approaches for building mutual value. Upper Saddle River, NJ: FT Press.Google Scholar
- Longoria, R. A. (2005). Is inter-organizational collaboration always a good thing? Journal of Sociology & Social Welfare, 32, 123–138.Google Scholar
- Mattessich, P. W., & Monsey, B. R. (1992). Collaboration: What makes it work: A review of research literature on factors influencing successful collaboration. St. Paul: Amherst H. Wilder Foundation.Google Scholar
- Porter, M. E., & Kramer, M. R. (2011). Shared value: How to reinvent capitalism—And unleash a wave of innovation and growth. Harvard Business Review, 89(1/2), 62–77.Google Scholar
- Rondinelli, D. A., & London, T. (2003). Executive overview: How corporations and environmental groups cooperate: Assessing cross-sector alliances and collaborations. Academy of Management, 17(1), 61–76.Google Scholar
- Yin, R. K. (2003). Applications of case study research. (Applied social research methods series) (4th ed.). Thousand Oaks, CA: Sage Publications.Google Scholar