HOANG Ha, ROCHA GALO Marco Antonio
In this paper, we question how some of the taken-for-granted assumptions from the interorganizational alliance literature apply for collaborations between hybrid partners – i.e., actors with distinctive institutional logics – and that inherently generate positive externalities. Specifically, we look at how the dynamic relational view (Dyer, Singh, & Hesterly, 2018) applies to cross-sector collaborations (CSCs) – i.e., associations between nonprofit, for-profit, and/or public organizations. We offer a framework that details how these hybrid associations’ intrinsic characteristics affect some assumptions of the dynamic model. First, we show that, besides the interdependence of the partners’ resources, both the actors’ different institutional logics and the collaborations’ emphasis on tackling social issues also influence the collaborations’ governance choices. Second, we propose that, for many CSCs, the interdependence and the nature of the partners’ assets will not be the critical factor in deciding the initial investments on either relation-specific assets or knowledge-sharing routines. Instead, the prevalence of an institutional logic will be more relevant to determine these investments. To conclude, we argue that the cross-sector collaborations’ intrinsic characteristics can also accelerate, delay, or compromise the future investments in these sources of competitive advantages and the development of informal governance mechanisms, both critical to creating relational rents. Altogether, we develop a model that provides a temporal explanation for how the nature of cross-sector collaborations affects the development of their drivers of competitive advantages and the generation of relational rents
ROCHA GALO, M.A. et HOANG, H. (2021). A Dynamic Relational View of Cross-Sector Collaborations. Dans: 2021 Academy of Management Annual Meeting Proceedings. Academy of Management, pp. 15327abstract.