interorganizational relationships -relatively enduring resources transactions, flows, and linkages...
Post on 15-Jan-2016
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RELATIONSHIPS
BETWEEN ORGANIZA-TIONS
윤소희서원희심은수정기윤정다혜
Manuela Mazenauer
Thomas Lecomte
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CON-TENTS
01 ORGANIZATIONAL ECOSYS-TEM02 RESOURCE DEPENDENCE03 COLLABORATIVE NETWORKS04 POPULATION ECOLOGY05 INSTITUTIONALISM06 SUMMARY
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Organizational Ecosystem
Interorganizational Relation-ships -Relatively enduring resources transactions, flows, and linkages among two or more organizations
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Interorganizational Relationship
Interorganizational Relationships
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Organizational Ecosystem
; system formed by the interactions of a community of organizations and their environment
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IS COMPETITION…
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Companies today may use their strength to achieve victory over competitors,
but ultimately ,
COOPERATION CARRIES THE DAY
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The Changing Role of Management
- Changing role of Leadership
Operation Roles
Collaborative roles
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
Interorganizational Framework Attention Us
Resource Dependence
Population Ecology
Collaborative Network
Institutionalism
Dissimilar Similar
Organisation Type
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Cooperative
Competitive
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
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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.
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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
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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
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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.
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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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
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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
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
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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.
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Process of Ecological Change
Varia-tion
Selec-tion
Reten-tion
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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
Institutionalism Attention Us
Resource Dependence
Population Ecology
Collaborative Network
Institutionalism
SimilarDissimilar
Organisation Type
Org
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Cooperative
Competitive
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
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Resource Dependence
Population Ecology
Collaborative Network
Institutionalism
Dissimilar Similar
Organisation Type
Org
an
isati
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R
ela
tion
sh
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Cooperative
Competitive
QnA
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THANK YOU