CHAPTER 4 RELATIONSHIPS BETWEEN ORGANIZATIONS 任課老師：任維廉 教授 報告人：邱曉君 2019/4/7 交通大學運管系碩一邱曉君

1. Organizational Ecosystems Interorganizational relationships – resource transactions, flows, and linkages that occur among two organizations Organizational ecosystems – a system formed by the interaction of a community of organizations and their environment 2019/4/7 交通大學運管系碩一邱曉君

2. Is Competition Dead? Traditional competition no longer exists Companies find that they must coevolve with others in the ecosystem. In an organizational ecosystem, conflict and cooperation exist at the same time. 2019/4/7 交通大學運管系碩一邱曉君

2019/4/7 交通大學運管系碩一邱曉君

3. The Changing Role of Competition The old role of management relied on operation roles and boundaries Managers must think about horizontal processes collaborative roles are becoming more important for success 2019/4/7 交通大學運管系碩一邱曉君

4. A Framework for Interorganizational Relationships ORGANIZATION TYPE Dissimilar Similar organizations relationships １ Population Ecology Resource Dependence Competitive Cooperative Collaborative Networks Institutionalism 2019/4/7 交通大學運管系碩一邱曉君

5. Resource Dependence Traditional theory of relationships argues that organizations try to minimize their dependence on other organizations for important resources Supply Chain Relationships Power Implications 2019/4/7 交通大學運管系碩一邱曉君

5. Supply Chain for a Retail Organization 2019/4/7 交通大學運管系碩一邱曉君

6. Collaborative Networks Companies join together to become more competitive and to share scarce resources. Why Collaboration? Partnerships are a major avenue for entering global markets. Partners are involved in each other’s product design and production, and invest for the long term. 2019/4/7 交通大學運管系碩一邱曉君

7. Population Ecology Organization Form and Niche Form is an organization’s specific technology, structure, products, goals and personnel Each organization attempts to find a niche Process of Ecological Change Variation -> Selection -> Retention Strategies for Survival Competitive struggle for resources – struggle for existence Ｔhe breadth of the generalist’s domain serves to protect it somewhat from environmental changes A company that provides a narrow range of goods or services or that serves a narrower market is a specialist. 2019/4/7 交通大學運管系碩一邱曉君

7. Elements in the Population-Ecology Model of Organizations 2019/4/7 交通大學運管系碩一邱曉君

8. Institutionalism Institutional perspective: 　Manage survival 　Balance expectations of environment Institutional Environment 　Norms and values of stakeholders 　Adopt structures and processes to please outsiders Legitimacy - an organization’s actions are desirable, proper and appropriate 2019/4/7 交通大學運管系碩一邱曉君

8. Institutional View and Organizational Design Technical dimension Work technology and operating requirements which is governed by norms of rationality and efficiency Institutional structure Organization most visible to the outside public which is governed by expectations from the external environment 2019/4/7 交通大學運管系碩一邱曉君

8. Institutional Similarity Emergence of common structure and approach among like organizations Mimetic Forces – the pressure to copy or model other organizations Coercive Forces – pressures for organization to adopt structures, techniques or behaviors similar to other organizations. Normative Forces – pressure to adopt standards and techniques of professional community 2019/4/7 交通大學運管系碩一邱曉君

9. Design Essentials This chapter has been about the important evolution in interorganizational relationships. Four perspectives have been developed to explain relationships among organizations. The collaborative-network perspective is an emerging alternative to resource dependence. The population-ecology perspective explains why organizational diversity continuously increases with the appearance of new organizations filling niches left open by established companies. The institutional perspective argues that interorganizational relationships are shaped as much by a company’s need for legitimacy as by the need for providing products and services. 2019/4/7 交通大學運管系碩一邱曉君

10. Discussion 組織間四種關係是否適用於各種組織？或者會不會有介於中間情形的組織出現？ 傳統思維是否真的不適合國際化？ 合作上衝突是否會造成合作配合度降低，要如何的解決才是最適當的方式？ 2019/4/7 交通大學運管系碩一邱曉君