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Cooperation & Networks > 4 - Analyzing cooperations > Flashcards

4 - Analyzing cooperations Flashcards

1
Q

IMP Interaction Model

What are the different components?

A

Environment
Atmosphere
Interaction parties (two organizations)
Interaction process

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2
Q

IMP Interaction Model

What are the different components?

Environment

A 
market structure
dynamism
internationalization
position in the manufacturing channel
social system
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3
Q

IMP Interaction Model

What are the different components?

Atmosphere

A

power/dependence
cooperation
closeness
expectations

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4
Q

IMP Interaction Model

What are the different components?

Interaction parties/organizations

A 
Technology
Structure
Strategy
Individual
Aims
Experience
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5
Q

IMP Interaction Model

What are the different components?

Interaction process

A

Individuals of the two organizations interact

  • > through institutionalization and adaptations long-term relationships can evolve
  • > product/service, information, financial, social are rather short term exchange episodes
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6
Q

IMP Interaction Model

What is it used for?

A
  • examines factors leading to close relationships

- different layers to talk about relationships

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7
Q

Three modes of relating

Which modes of relating are there?

A

Partner
-> working equally together

Hierarchy (dependence)
-> one has more power than the other and determines what happens in the relationship

Market

  • > lack of mutual commitment and limited bases of power on either side
  • > no bonds attached, no economic view
  • > not intra-firm
  • > actors are supposed to intensively discuss the prize of a rather standardized offering
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8
Q

Three modes of relating

What is this framework used for?

A
  • analyzing relationships (governance)
  • firms need to understand their current position and how that fits the purpose of the relationship
  • understanding the other side’s evaluation and potential development opportunities are important
  • relationships are under permanent development
  • > important to evaluate a given relationship along its development
  • the development of the relationship depends on the dynamics around the relationship (for example market dynamic) and technological dynamics (rate and degree of innovation)
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9
Q

Two types of development models

Which types are there?

A

Linear:

  • cooperation travels through phases
  • > phases can have different characteristics
  • > process goes through phases and then it’s done

Cyclical models:

  • cooperation swings between states
  • > no predetermined paths
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10
Q

Two types of development models

A typical linear model

Phases

A

Initiation
Formation
Execution
Dissolution

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11
Q

Two types of development models

A typical linear model

Phases

Initiation

A
  • analysis of own organization
  • identification of collaborative area
  • definition of collaboration aim
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12
Q

Two types of development models

A typical linear model

Phases

Formation

A
  • development of target partner profile
  • screening of potential partners
  • contacting and negotiating with potential partners
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13
Q

Two types of development models

A typical linear model

Phases

Execution

A
  • Project management
  • Adaptations
  • HR training
  • Controlling
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14
Q

Two types of development models

A typical linear model

Phases

Dissolution

A
  • identifying dissolution point
  • exit strategy
  • Asset distribution
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15
Q

Relationship development model

Nach Dwyer

A 
Awareness
Exploration
Expansion
Commitment
Dissolution
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16
Q

Relationship development model

Nach Dwyer

Awareness

A

refers to party A’s recognition that party B is a feasible exchange partner

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17
Q

Relationship development model

Nach Dwyer

Exploration

A
  • refers to the search and trial phase in relational exchange
  • potential exchange partners first consider obligations, benefits and burdens and the possibility of exchange
  • trial purchases may take place
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18
Q

Two types of development model

A dynamic model

nach Ring & van den Ven

A

Negotiations

  • of joint expectations
  • risk & trust through formal bargaining and informal sense making

Commitments

  • for future action through
  • formal legal contract and psychological contract

Executions

  • of commitments
  • through role interactions and personal interactions

Assessments
- based on efficiency and equity

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19
Q

Two types of development model

A dynamic model

nach Ford

A

Pre relationship stage

  • high inertia
  • What will we both get? How much investment? what adaptations? What learning? Trust?

Exploratory stage
- Investment of time for learning & distance reduction, no routines or commitment

Developing stage
- intensive mutual learning, building trust through investment & informal adaptation

Stable stage
- routine and institutionalization

20
Q

Relationship development model

Nach Dwyer

Expansion

A
  • refers to the continual increase in benefits obtained by exchange partners and to their increasing interdependence
21
Q

Relationship development model

Nach Dwyer

Commitment

A
  • refers to an implicit or explicit pledge of relational continuity between exchange partners
22
Q

Relationship development model

Nach Dwyer

Dissolution

A
  • possibility of withdrawal or disengagement has been implicit throughout the relationship development framework
23
Q

A learning perspective

A

Initial conditions
Learning about
Re-evaluation
Revised conditions

24
Q

A learning perspective

Initial conditions

A

initial conditions determine whether and how learning takes place between the partners

25
Q

A learning perspective

Learning about

A

Initial conditions facilitate or hamper the partner’s learning about the environment of their alliance, how to work together to accomplish the alliance task, their respective skills and each others goals

26
Q

A learning perspective

Re-evaluation

A

as the partners engaged into alliances and started learning, they also started to monitor the alliance for efficiency and each other for equity and adaptability

27
Q

A learning perspective

Revised conditions

A

their learning fed into periodic re-evaluations of the alliance according to these three assessment criteria, which, in turn, led partners to make adjustments to their relationship by moving away from its initial conditions

28
Q

A learning perspective

Successful vs. unsuccessful alliances

A

Successful alliances:
- evolve through a sequence of learning-reevaluation-readjustment cycles in which the impact of initial conditions quickly faded away

Unsuccessful alliances:
- absence of learning or negative readjustments

-> The initial condition does not predetermine the development of the relationship -> the process is important

29
Q

The challenge of relationship structure

What is a relationship structure?

A

the structure of a relationship describes how a supplier is connected with a customer, and it captures the way in which the two parties interact

30
Q

The challenge of relationship structure

Of what factors does the relationship structure consist?

A

Relationship criticality
Relationship distance
Relationship anchor/interface
Relationship climate

31
Q

The challenge of relationship structure

Relationship criticality

A

= how important is this relationship (for me and for the other side)

Internal dimension (value criticality)

  • What are the consequences of not getting what we normally get from this relationship?
  • How important is the value offered by this relationship for the business?
  • How will not having that value contribution affect the company’s operations and profitability?

External dimension (partner criticality)

  • How difficult is it to replace this relationship (customer/supplier)?
  • Are there other potential customers (suppliers) that could contribute in similar ways and, if so, are they available?
32
Q

The challenge of relationship structure

Relationship distance

What is relationship distance and what kinds of distances are there?

A

= how close are we to each other?

Geographical distance
Cultural distance
Technological distance
Timing distance

33
Q

The challenge of relationship structure

Relationship distance

Geographical distance

A
  • physical gap in terms of km
  • how quickly can goods be exchanged and how practical is it to meet in person
  • for relationships needing frequent personal interactions (innovation projects) it can be a hurdle
34
Q

The challenge of relationship structure

Relationship distance

Cultural distance

A
  • differences in the way business is conducted
  • > e.g. Asia vs Europe, small vs. big firms, engineers vs. accountants
  • Challenge: smaller cultural differences often go unnoticed even though they have potential to create misunderstandings
35
Q

The challenge of relationship structure

Relationship distance

Technological distance

A
  • different types of technology that are more or less compatible with the technologies used by their business partners
  • the bigger the distance the more difficult and costly
36
Q

The challenge of relationship structure

Relationship distance

Timing distance

A
  • firms operate at different speed in terms of their cycles for planning and renewal
  • > e.g. textile industries up to 12 collections a year whereas cotton farmers harvest once a year
37
Q

The challenge of relationship structure

Relationship anchor/interface

A

= how do people of the organizations interact?
- captures people involved in the relationship and their interactions, it describes how the relationship is anchored in the two organizations

  • frequency of interaction
  • mode of interaction
  • number of people involved (and their roles)
  • promoters (who supports the relationship?) and their influence
  • opponents and their influence
38
Q

The challenge of relationship structure

Relationship climate

A

= what is the nature of our relationship?
- chemistry or atmosphere captures the collaborative attitude (or lack thereof) in a relationship

cooperation/competition
-> can exist at the same time -> balance needed

conflict, ambiguity, uncertainty

  • some level of conflict can energize relationship and provide inspiration for new solutions
  • ambiguity and uncertainty can be used to cope with conflict
  • > by being deliberately vague, the parties can maintain some room for maneuvering and negotiation
39
Q

The challenge of relationship quality

What is relationship quality?

A

= how do we perceive structure and value?

  • captures a qualitative assessment of the relationship that focuses on satisfaction, trust and commitment
  • assessment of relationship quality is an evaluation of how the perceptions of those measures live up to the partner’s expectations of the relationship in terms of satisfaction, trust and commitment
40
Q

The challenge of relationship quality

Satisfaction

A
  • supplier and customer both know how satisfied they are with the value created and with the way the relationship is functioning
  • > both are interested in each other’s level of satisfaction
41
Q

The challenge of relationship quality

Trust

A
  • a business partner’s belief in the other firm’s willingness to act in the best interest of the relationship
  • > distrust is easier to identify than trust
42
Q

The challenge of relationship quality

Commitment

A
  • desire of a supplier/customer to continue a relationship, even if that continuation entails short term sacrifices
43
Q

Drivers of cooperation in innovation processes

-> cooperation means customer involvement in the innovation process

A
  • mutual adaptations
  • mutual trust
  • mutual commitment
  • mutual relationship management
  • suppliers size
  • customers R&D intensity
44
Q

Lead user concept

A

1) they face needs that will be general in the market place - but face them months or years before the bulk of that market place encounters them
2) they expect to benefit significantly by obtaining solutions to those needs

45
Q

Lead user concept

Steps

A

1) specifying lead user characteristics
2) Identify a sample of lead users
3) Bringing lead users into the company
4) Validating results in the market place

Cooperation & Networks (4 decks)

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