Hostname: page-component-cd9895bd7-jkksz Total loading time: 0 Render date: 2024-12-26T06:00:57.022Z Has data issue: false hasContentIssue false
  • English
  • Français

Partner attachment to institutional logics: The influence of congruence and divergence

Published online by Cambridge University Press:  02 February 2015

Stuart A Napshin  and
Arash Azadegan
Stuart A Napshin
Affiliation:
Coles College of Business, Kennesaw State University, Kennesaw, GA, USA
Arash Azadegan
Affiliation:
Supply Chain Management and Marketing Sciences Department, Rutgers Business School, Rutgers University, Newark, NJ, USA
Get access Rights & Permissions [Opens in a new window]

Abstract

Partnerships are increasingly important to firm product innovation. They also increasingly involve parties that are attached to different institutional logics. We examine the effect of firm and partner attachments to the same and different institutional logics. Findings suggest that when partners are attached to the same institutional logic, new product development performance is positively influenced. However, when partners are attached to different institutional logics, new product development is negatively influenced. When controlling for attachment to different institutional logics, partnerships with private companies are more beneficial than partnerships with government research institutions.

Keywords

innovationpartnershipinstitutional forcesChina
Type
Research Article
Information
Journal of Management & Organization , Volume 18 , Issue 4 , July 2012 , pp. 481 - 498
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2012

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ahuja, G. (2000). Collaboration networks, structural holes, and innovation: A longitudinal study. Administrative Science Quarterly, 45(3) 425–455.Google Scholar
Alegre-Vidal, J., Lapiedra-Alcami, R., & Chiva-Gomez, R. (2004). Linking operations strategy and product innovation: An empirical study of Spanish ceramic tile producers. Research Policy, 33(5) 829–839.Google Scholar
Alford, R. R., & Friedland, R. (1985). Powers of theory: Capitalism, the state and democracy. Cambridge, England: Cambridge University Press.Google Scholar
Anonymous. (2012, 01 21). Special report: State capitalism, The Economist, pp. 1–14.Google Scholar
Argote, L. (1999). Micro underpinnings of organizational learning. New York, NY: Springer Science+Business Media.Google Scholar
Babbie, E. (2004). The practice of social research (10th ed.). Belmont, CA: Thomson Wadsworth.Google Scholar
Barboza, D. (2010). China passes Japan as second-largest economy. New York Times, p. B1.Google Scholar
Berry, M., & Taggart, J. (1998). Combining technology and corporate strategy in small high tech firms. Research Policy, 26(7–8), 883–895.Google Scholar
Bianchi, C. C., & Saleh, M. A. (2011). Antecedents of importer relationship performance in Latin America. Journal of Business Research, 64(3) 258–265.Google Scholar
Brandt, L., & Zhu, X. (2000). Redistribution in a decentralized economy: Growth and inflation in China under reform. Journal of Political Economy, 108(2) 422–439.Google Scholar
Bruton, G. D., Dess, G. G., & Janney, J. J. (2007). Knowledge management in technology-focused firms in emerging economies: Caveats on capabilities, networks, and real options. Asia Pacific Journal of Management, 24(2) 115–130.Google Scholar
Bushee, B. J. (1998). The influence of institutional investors in myopic R&D investment behavior. Accounting Review, 73(3) 305–333.Google Scholar
Cameron, C., & Trivedi, P. (1998). Regression analysis of count data. Cambridge, England: Cambridge University Press.Google Scholar
Capaldo, A. (2007). Network structure and innovation: The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal, 28(6) 585–608.Google Scholar
Carroll, G. R., Goodstein, J., & Gyenes, A. (1988). Organizations and the state: Effects of the institutional environment on agricultural cooperatives in Hungary. Administrative Science Quarterly, 33(2) 233–256.Google Scholar
Carroll, G. R., Goodstein, J., & Gyenes, A. (1990). Managing the institutional environment: Evidence from Hungarian agricultural cooperatives. European Sociological Review, 6(1) 73–86.Google Scholar
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 15, 128–152.Google Scholar
Connelly, B. L., Tihanyi, L., Certo, S. T., & Hitt, M. A. (2010). Marching to the beat of different drummers: The influence of institutional owners on competitive actions. Academy of Management Journal, 53(4) 723–742.Google Scholar
Cook, D., & Weisberg, S. (1982). Residuals and influence in regression. New York, NY: Chapman & Hall.Google Scholar
Deeds, D. L., DeCarolis, D., & Coombs, J. (2000). Dynamic capabilities and new product development in high technology ventures: An empirical analysis of new biotechnology firms. Journal of Business Venturing, 15(3) 211–229.Google Scholar
DiMaggio, P., & Powell, W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2) 147–160.Google Scholar
Dittrich, K., & Duysters, G. (2007). Networking as a means to strategy change: The case of open innovation in mobile telephony. Journal of Product Innovation Management, 24(6) 510–516.Google Scholar
Dyer, J. H. (2000). The determinants of trust in supplier–automaker relationships in the US, Japan, and Korea. Journal of International Business Studies, 31(2), 259–285.Google Scholar
Field, A. (1979). On the explanation of rules using rational choice models. Journal of Economic Issues, 13(1) 49–72.Google Scholar
Fligstein, N. (1990). The transformation of corporate control. Cambridge, MA: Harvard University Press.Google Scholar
Fox, J. (2008). Applied regression analysis and generalized linear models. Thousand Oaks, CA: SageGoogle Scholar
Friedland, R., & Robert, A. (1991). Bringing society back in: Symbols, practics, and institutional contradictions. In Powell, W. W. & DiMaggio, P. (Eds.), The new institutionalism in organizational analysis (pp. 232–263). Chicago, IL: University of Chicago Press.Google Scholar
Gittelman, M., & Kogut, B. (2003). Does good science lead to valuable knowledge? Biotechnology firms and the evolutionary logic of citation patterns. Management Science, 49(4) 366–382.Google Scholar
Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3) 481–510.Google Scholar
Gurbuz, A. O., Aybars, A., & Kutlu, O. (2010). Corporate governance and financial performance with a perspective on institutional ownership: Empirical evidence from Turkey. Journal of Applied Management Accounting Research, 8(2) 21–37.Google Scholar
Hausman, J., Hall, B. H., & Griliches, Z. (1984). Econometric models for count data with an application to the patents–R&D relationship. Econometrica, 52(4), 909–938.Google Scholar
Hemphill, T. A., & Vonortas, N. S. (2003). Strategic research partnerships: A managerial perspective. Technology Analysis & Strategic Management, 15(2) 255–271.Google Scholar
Huang, C. C., & Jiang, P. C. (2012). Exploring the psychological safety of teams: An empirical analysis in Taiwan. Journal of Management and Organization, 18(2) 175–192.Google Scholar
Hung, S. C. (2005). The plurality of institutional embed-dedness as a source of organizational attention differences. Journal of Business Research, 58(11) 1543–1551.Google Scholar
Inzelt, A. (1996). Institutional support for technological improvement – the case of Hungary. Technological Forecasting and Social Change, 51(1) 199–418.Google Scholar
Inzelt, A. (2004). The evolution of university–industry–government relationships during transition. Research Policy, 33(6–7), 975–995.Google Scholar
Jepperson, R. L. (1991). Institutions, institutional effects, and institutionalism. In Powell, W. W. & DiMaggio, P. J. (Eds.), The new institutionalism in organizational analysis (pp. 143–163). Chicago, IL; and London, England: University of Chicago Press.Google Scholar
Kane, G. D., & Velury, U. (2004). The role of institutional ownership in the market for auditing services: An empirical investigation. Journal of Business Research, 57, 976–983.Google Scholar
Khanna, T., & Palepu, K. (1997). Why focused strategies may be wrong for emerging markets. Harvard Business Review, 75(4) 41–51.Google Scholar
Lee, C., Lee, K., & Pennings, J. (2001). Internal capabilities, external networks, and performance: A study on technology-based ventures. Strategic Management Journal, 22(6–7), 615–640.Google Scholar
Li, H., & Atuahene-Gima, K. (2001). Product innovation strategy and the performance of new technology ventures in China. Academy of Management Journal, 44(6) 1123–1134.Google Scholar
Li, J. J., Zheng Zhou, K., Lam, S. S. K., & Tse, D. K. (2006). Active trust development of local senior managers in international subsidiaries. Journal of Business Research, 59(1) 73–80.Google Scholar
Lincoln, J., & Kurkoski, J. (2008). Governance or embed-dedness? Ownership, reciprocity, and 3rd-party relations among large Japanese firms. Paper presented at the Academy of Management, Anaheim, CA.Google Scholar
Link, A. N., Paton, D., & Siegel, D. S. (2002). An analysis of policy initiatives to promote strategic research partnerships. Research Policy, 31(8–9), 1459–1466.Google Scholar
Lui, S. S., Wong, Y.-Y., & Liu, W. (2009). Asset specificity roles in interfirm cooperation: Reducing opportunistic behavior or increasing cooperative behavior? Journal of Business Research, 62(11) 1214–1219.Google Scholar
Luo, Y. (2002). Partnering with foreign businesses: Perspectives from Chinese firms. Journal of Business Research, 55(6) 481–493.Google Scholar
Luo, Y., & Chen, M. (1997). Does guanxi influence firm performance? Asia Pacific Journal of Management, 14(1) 1–16.Google Scholar
Mani, S. (2004). Information technology and development: The Indian experience. Technological Forecasting and Social Change, 71(8) 855–863.Google Scholar
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1) 71–87.Google Scholar
Montoya-Weiss, M. M., & Calantone, R. (1994). Determinants of new product performance: A review and meta-analysis. Journal of Product Innovation Management, 11(5) 397–417.Google Scholar
Mowery, D. C., Oxley, J. E., & Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17, 77–91.Google Scholar
Nelson, R. R. (1959). The simple economics of basic research. Journal of Political Economy, 67(3) 297–306.Google Scholar
Nelson, R. R. (1993). National innovation systems: A comparative analysis. New York, NY; and Oxford, England: Oxford University Press.Google Scholar
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1) 14–37.Google Scholar
Nooteboom, B. (2000). Institutions and forms of co-ordination in innovation systems. Organization Studies, 21(5) 915–939.Google Scholar
Oliver, C. (1996). The institutional embeddedness of economic activity. Advances in Strategic Management, 13, 163–186.Google Scholar
Oliver, C. (1997). Sustainable competitive advantage: Combining institutional and resource based views. Strategic Management Journal, 19(9) 697–713.Google Scholar
Park, S. H., & Luo, Y. (2001). Guanxi and organizational dynamics: Organizational networking in Chinese firms. Strategic Management Journal, 22(5) 455–477.Google Scholar
Parrino, R., Sias, R. W., & Starks, L. T. (2003). Voting with their feet: Institutional ownership changes around forced CEO turnover. Journal of Financial Economics, 68(1) 3–46.Google Scholar
Peng, M. W. (2002). Towards an institution-based view of business strategy. Asia Pacific Journal of Management, 19(2,3), 251–267.Google Scholar
Peng, M. W., & Heath, P. S. (1996). The growth of the firm in planned economies in transition: Institutions, organizations, and strategic choice. Academy of Management Review, 21(2) 492–528.Google Scholar
Peng, M. W., & Luo, Y. (2000). Managerial ties and firm performance in a transition economy: The nature of a micro–macro link. Academy of Management Journal, 43(3), 486–501.Google Scholar
Peng, M. W., Seung-Hyun, L., & Wang, D. Y. L. (2005). What determines the scope of the firm over time? A focus on institutional relatedness. Academy of Management Review, 30(3) 622–633.Google Scholar
Peng, M. W., Sunny Li, S., Pinkham, B., & Hao, C. (2009). The institution-based view as a third leg for a strategy tripod. Academy of Management Perspectives, 23(3) 63–81.Google Scholar
Peng, M., Wang, D., & Jiang, Y. (2008). An institution-based view of international business strategy: A focus on emerging economies. Journal of International Business Studies, 39(5) 920–936.Google Scholar
Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York, NY: Harper and Row.Google Scholar
Powell, W. W. (1996). Commentary on the nature of institutional embeddedness. Advances in Strategic Management, 13, 293–300.Google Scholar
Qian, H., Davison, R. M., & Jibao, G. (2008). Impact of personal and cultural factors on knowledge sharing in China. Asia Pacific Journal of Management, 25(3) 451–471.Google Scholar
Quer, D., Claver, E., & Rienda, L. (2007). Business and management in China: A review of empirical research in leading international journals. Asia Pacific Journal of Management, 24(3) 359–384.Google Scholar
Ramstad, E., & Chao, L. (2011). Out of the factory; no longer content to just making things, Asia's tech firms are challenging the established order through innovation and design, Wall Street Journal: 10 27, B–1. New York, NY: Dow Jones.Google Scholar
Ranjay, G., & Monica, C. H. (2003). Which ties matter when? The contingent effects of interorganizational partnerships on IPO success. Strategic Management Journal, 24(2) 127–144.Google Scholar
Revilla, E., Sarkis, J., & Acosta, J. (2005). Towards a knowledge management and learning taxonomy for research joint ventures. Technovation, 25(11) 1307–1316.Google Scholar
Roijakkers, N., & Hagedoorn, J. (2006). Inter-firm R&D networks: The importance of strategic network capabilities for high-tech partnership formation. Research Policy, 35(3) 431–446.Google Scholar
Rothaermel, F. T., & Deeds, D. L. (2004). Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management Journal, 25(3) 201–221.Google Scholar
Rothwell, R., & Dodgson, M. (1991). External linkages and innovation in small and medium sized enterprises. R&D Management, 21(2) 125–137.Google Scholar
Ruef, M., & Scott, W. R. (1998). A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments. Administrative Science Quarterly, 43(4) 877–904.Google Scholar
Sampson, R. C. (2007). R&D alliances and firm performance: The impact of technological diversity and alliance organization on innovation. Academy of Management Journal, 50(2) 364–386.Google Scholar
Santoro, M. D., & Bierly, P. (2006). Facilitators of knowledge transfer in university–industry collaborations: A knowledge-based perspective. IEEE Transactions on Engineering Management, 53(4) 495–507.Google Scholar
Schilling, M., & Phelps, C. (2007). Interfirm collaboration networks: The impact of large-scale network structure on firm innovation. Management Science, 53(7) 1113–1126.Google Scholar
Scott, W. B. (1995). Institutions and organizations. Thousand Oaks, CA: Sage.Google Scholar
Shenkar, O., & Yuchtman-Yaar, E. (1997). Reputation, image, prestige, and goodwill: An interdisciplinary approach to organizational standing. Human Relations, 50(11) 1361–1381.Google Scholar
Si, S. X., & Bruton, G. D. (2005). Knowledge acquisition, cost savings, and strategic positioning: Effects on Sino-American IJV performance. Journal of Business Research, 58(11) 1465–1473.Google Scholar
Sidhu, J. S., Commandeur, H. R., & Volberda, H. W. (2007). The multifaceted nature of exploration and exploitation: Value of supply, demand, and spatial search for innovation. Organization Science, 18(1) 20–38.Google Scholar
Sigurdson, J. (2000). Knowledge creation and innovation in geographically dispersed organization. Asia Pacific Journal of Management, 17(2) 297–330.Google Scholar
Stiglitz, J. E., & Wallsten, S. J. (1999). Public–private technology partnerships: Promises and pitfalls. American Behavioral Scientist, 43(1) 52–73.Google Scholar
Stuart, T. E., & Podolny, J. M. (1996). Local search and the evolution of technological capabilities. Strategic Management Journal, 17, 21–38.Google Scholar
Stuart, T. E., Hoang, H., & Hybels, R. C. (1999). Interorganizational endorsements of entrepreneurial ventures. Administrative Science Quarterly, 44(2) 315–349.Google Scholar
Teece, D. (1989, Spring). Inter-organizational requirements of the innovation process. Managerial and Decision Economics, (special issues) 10, 35–42.Google Scholar
Thornton, P. H., Jones, C., & Kury, K. (2005). Institutional logics and institutional change in organizations: Transformation in accounting, architecture and publishing. Research in the Sociology of Organizations, 23, 125–170.Google Scholar
Thornton, P. H., & Ocasio, W. (1999). Institutional logics and the historical contingency of power in organizations: Executive success in the higher education publishing industry, 1958–1990. American Journal of Sociology, 105(3) 801–843.Google Scholar
Thornton, P. H., & Ocasio, W. (2008). Institutional logics. In Greenwood, R., Oliver, C., Sahlin, K., & Suddaby, R. (Eds.), The Sage Handbook of Organizational Institutionalism (pp. 99–129). London, England: Sage.Google Scholar
Uzzi, B. (1996). The sources and consequences of embeddedness for the economic performance of organizations: The network effect. American Sociological Review, 61, 674–698.Google Scholar
Wei, Z., & Xie, F. (2005). Ownership structure and firm value in China's privatized firms: 1991–2001. Journal of Financial and Quantitative Analysis, 40(1) 87–108.Google Scholar
Whitley, R. D. (1990). Eastern Asian enterprise structures and the comparative analysis of forms of business organization. Organization Studies, 11(1) 47–74.Google Scholar
Whitley, R. D. (1991). The social construction of business systems in east Asia. Organization Studies, 12(1) 1–28.Google Scholar
Xu, E., & Han, Z. (2008). The impact of state shares on corporate innovation strategy and performance in China. Asia Pacific Journal of Management, 25(3) 473–487.Google Scholar
Yuan, L., Tsang, E. W. K., & Peng, M. W. (2008). Knowledge management and innovation strategy in the Asia Pacific: Toward an institution-based view. Asia Pacific Journal of Management, 25, 361–374.Google Scholar
Zhao, Z., Anand, J., & Mitchell, W. (2005). A dual networks perspective on inter-organizational transfer of R&D capabilities: International joint ventures in the Chinese automotive industry. Journal of Management Studies, 42(1) 127–160.Google Scholar
Zucker, L. G. (1986). Production of trust: Institutional sources of economic structure, 1840-1920. Research in Organizational Behavior, 8(1) 53–111.Google Scholar