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RELATIONSHIPS BETWEEN ORGANIZATIONS 윤윤윤 윤윤윤 윤윤윤 윤윤윤 윤윤윤 Manuela Mazenauer Thomas Lecomte

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Page 1: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

RELATIONSHIPS

BETWEEN ORGANIZA-TIONS

윤소희서원희심은수정기윤정다혜

Manuela Mazenauer

Thomas Lecomte

Page 2: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Attention Us

CON-TENTS

01 ORGANIZATIONAL ECOSYS-TEM02 RESOURCE DEPENDENCE03 COLLABORATIVE NETWORKS04 POPULATION ECOLOGY05 INSTITUTIONALISM06 SUMMARY

Page 3: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Organizational Ecosystem

Interorganizational Relation-ships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Page 4: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Interorganizational Relationship

Interorganizational Relationships

Page 5: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Organizational Ecosystem

; system formed by the interactions of a community of organizations and their environment

Page 6: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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IS COMPETITION…

Page 7: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Companies today may use their strength to achieve victory over competitors,

but ultimately ,

COOPERATION CARRIES THE DAY

Page 8: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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The Changing Role of Management

- Changing role of Leadership

Operation Roles

Collaborative roles

Page 9: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Attention UsOperation roles

- Traditional managers are skilled in handling operation roles- Vertical authority- Achieve results through direct control over people and resources

Collaborative roles- Managers must be flexible and proactive- Have no direct authority over horizontal colleagues or partners- Achieve results through personal communication

Page 10: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Interorganizational Framework Attention Us

Resource Dependence

Population Ecology

Collaborative Network

Institutionalism

Dissimilar Similar

Organisation Type

Org

an

isati

on

R

ela

tion

sh

ip

Cooperative

Competitive

Page 11: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Resource Dependence Attention UsResource Dependence Theory

Organizations try to minimize their depen-dence on other orga-nizations

For the supply of important re-sources

Try to influence the environ-ment to make resources avail-able

Page 12: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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When organizations feel resource or supply constraints, they maneuver to maintain their autonomy through a variety of strategies.

→ For example,

One strategy is to adapt to or alter the interdependent relationships.

This means purchasing ownership in suppliers, devel-oping long-term contracts

or joint ventures to lock in necessary resources, or building relationships in other ways.

Page 13: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Supply Chain Relationships

An Organization MUST HAVE

-Reliable deliveries of high-quality-Reasonably priced supplies & materials -Close relationships with customers

To operate efficiently and produce high-quality

items that customers need

Page 14: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Supply chain management

- Managing the sequence of suppliers and purchasers

- Covering all stages of processing from obtaining raw materials to distributing finished goods to consumers

Supply chain management

SuppliersManufactur-ers

DistributorsRetail Stores

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- Absorb more cost- Ship ore efficiently- Provide more services than before, often without a price increase.

Power Implications

SmallCompany

Big Com-pany

Page 17: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Power is shifting in other industries.

➀For decades, technology vendors have been putting out incompatible products and expecting their corporate customers to assume the burden and expense of making everything work together.

→➁With a unstable economy, big corporations cut back their spending on technology, which led to stiffer competition among technology vendors and gave their corporate customers greater power to make demands.

Page 18: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations
Page 19: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Collaborative Networks

• Why Collaboration?

- Sharing risks when entering new markets

- Mounting expensive new programs and

reducing costs - Enhancing organizational profile in selected industries or

technologies

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Page 20: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

From Adversaries to Partners Attention Us

Traditional Orientation: Adver-sarial New Orientation: Partnership

Low dependence High dependence

Suspicion, competition, arm’s length

Trust, addition of value to both sides, high commitment

Price, Efficacy, Own profits Equity, Fair dealing, Both profit

Limited information and Feed-back

Problem feedback and Discus-sion

Separate resources production Shared resources

Page 21: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Page 22: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Population Ecology Attention Us

– Population : a set of organizations en-gaged in similar activities with similar patterns of resources or similar cus-tomers.

– Population-Ecology Theory exam-ines…

the environment in which organizations compete

a process like natural selection occurs.

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Old & BigOrganizations → fail

New & SmallOrganizations → sur-

vive

Page 24: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Heavy Invest-ment

Limited Informa-tion

Difficulty of chang-ing

IRIVER COWON

2008 \ 56 billion \ 43 billion

2009 -241billion 111 billion

2010 -281billion 91 billion

* Gross Profit of IRIVER and COWON

Attention Us

Page 25: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Organizational Form and Niche

Heavy Invest-ment

Niche

Niche

Niche

Growing Bigger When It’s Successful

Organizational Form is an organi-zation’s specific technology, structure, products, goals, and personnel, which can be selected or rejected by the envi-ronment.Niche is a domain of unique environ-mentalresources and needs.

Page 26: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Process of Ecological Change

Varia-tion

Selec-tion

Reten-tion

Page 27: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

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Strategies for Survival

NicheNich

e

Struggles for Existence

GeneralistSpecialist

- Narrow Area- Move faster and flex-ible

- Broad Area- Adopt to changes

Page 28: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Institutionalism Attention Us

Resource Dependence

Population Ecology

Collaborative Network

Institutionalism

SimilarDissimilar

Organisation Type

Org

an

isati

on

R

ela

tion

sh

ip

Cooperative

Competitive

Page 29: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

3 Mechanisms for Institutional AdaptationAttention Us

Example:Accounting standards, con-sultant training

Pollution con-trols, school regulations

Reengineer-ing, bench-

marking

MoralLegalCulturallysupported

Socialbasis:

Professionalism—certification, accreditation

Political law,rules, sanctions

InnovationvisibilityEvents:

Duty,obligation

DependenceUncertaintyReasons tobecome similar:

NormativeCoerciveMimetic

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Mimetic

wi-fi hotspots in Cafes, hotels, Airports.

Coercive

Preference to Suppliers whomake their Products moreEnvrionmentallyfriendly

Normative

Recent Application ofK-IFRS To accounting Standard

Examples of Institutional Similarity

Page 31: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

Summary Attention Us

Resource Dependence

Population Ecology

Collaborative Network

Institutionalism

Dissimilar Similar

Organisation Type

Org

an

isati

on

R

ela

tion

sh

ip

Cooperative

Competitive

Page 32: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

QnA

Attention Us

Page 33: Interorganizational Relationships -Relatively enduring resources transactions, flows, and linkages among two or more organizations

THANK YOU