Gerenciando a colaboração entre organizações
Barra lateral de artigos
Conteúdo do artigo principal
Resumo
Objetivo: contribuir para um melhor entendimento sobre a colaboração entre organizações assimétricas no ecossistema de inovação e alertar para aspectos do lado sombrio desses relacionamentos, apresentando um framework com dimensões importantes a serem observadas nessas colaborações.
Estado da arte: os estudos científicos sobre o tema da colaboração interorganizacional ajudam a compreender seus motivadores, processos e impactos, e a identificar fatores de sucesso e de fracasso.
Originalidade: este artigo apresenta um framework para aplicação prática, reunindo aspectos ligados ao gerenciamento da colaboração entre organizações, assim como às manifestações do lado sombrio desses relacionamentos.
Impacto: o framework proposto pode ajudar os gestores na compreensão da dinâmica da colaboração entre organizações e suas armadilhas, contribuindo para um gerenciamento mais efetivo dessas associações.
Downloads
Detalhes do artigo
Referências
Ritala, P., & Alampanopoulou, A. (2017). In defense of ‘eco’ in innovation ecosystem. Technovation, 60/61, 39-42. https://doi.org/10.1016/j.technovation.2017.01.004; Thomas, L., & Autio, E. (2019). Innovation ecosystems. Technology, 39(6), 1061-1072. https://doi.org/10.2139/ssrn.3476925; Yaghmaie, P., & Vanhaverbeke, W. (2019). Identifying and describing constituents of innovation ecosystems: A systematic review of the literature. EuroMed Journal of Business, 15(3), 283-314. https://doi.org/10.1108/EMJB-03-2019-0042; Baloutsos, S., Karagiannaki, A., & Pramatari, K. (2022). Identifying contradictions in an incumbent–startup ecosystem–an activity theory approach. European Journal of Innovation Management, 25(6), 527-548. https://doi.org/10.1108/EJIM-04-2020-0114
Startups são empresas, parcerias ou organizações temporárias projetadas para buscar um modelo de negócios replicável e escalável. Veja Blank, S. (2010). Why startups are agile and opportunistic: Pivoting the business model. www.steveblank.com/2010/04/12/. Scale-ups são empresas de alto crescimento cujo ciclo acelerado de crescimento e criação de riqueza se baseia, fundamentalmente, na escalabilidade do seu modelo de negócios. Veja Monteiro, G. F. A. (2019). High-growth firms and scale-ups: A review and research agenda. RAUSP Management Journal, 54(1), 96-111. https://doi.org/10.1108/RAUSP-03-2018-0004
Empreendimentos conjuntos podem prover recursos financeiros e know-how para as startups e novas tecnologias, expertise específica e agilidade para as grandes organizações. Veja Groote, J. K. De, & Backmann, J. (2020). Initiating open innovation collaborations between incumbents and startups: How can David and Goliath get along? International Journal of Innovation Management, 24(2), 1-33. https://doi.org/10.1142/S1363919620500115
Steiber, A., & Alänge, S. (2020). Corporate-Start-up collaboration: Effects on large firms’ business transformation. European Journal of Innovation Management, 24(2), 235-257. https://doi.org/10.1108/EJIM-10-2019-0312; Rigtering, J. P., & Behrens, M. A. (2021). The effect of corporate: Start-up collaborations on corporate entrepreneurship. Review of Managerial Science, 15(8), 2427-2454. https://doi.org/10.1007/s11846-021-00443-2; Corvello, V., Felicetti, A. M., Steiber, A., & Alänge, S. (2023). Start-up collaboration units as knowledge brokers in Corporate Innovation Ecosystems: A study in the automotive industry. Journal of Innovation & Knowledge, 8(1), 100303. https://doi.org/10.1016/j.jik.2022.100303
Bereczki, I. (2019). An open innovation ecosystem from a Start-up’s perspective. International Journal of Innovation Management, 23(8), 1940001. https://doi.org/10.1142/S1363919619400012; Kraus, S., Kailer, N., Dorfer, J., & Jones, P. (2020). Open innovation in (young) SMEs. The International Journal of Entrepreneurship and Innovation, 21(1), 47-59. https://doi.org/10.1177/1465750319840778; Guo, H., Guo, A., & Ma, H. (2022). Inside the black box: How business model innovation contributes to digital start-up performance. Journal of Innovation and Knowledge, 7(2), 100188. https://doi.org/10.1016/j.jik.2022.100188; Corvello et al. (2023). Start-up collaboration units as knowledge brokers in Corporate Innovation Ecosystems: A study in the automotive industry. Journal of Innovation & Knowledge, 8(1), 100303. https://doi.org/10.1016/j.jik.2022.100303
O campo teórico de relações interorganizacionais utiliza vários termos para representar as manifestações da existência de relacionamentos entre duas ou mais organizações, tais como colaboração, parceria, aliança, aliança estratégica, relacionamento, cooperação, rede, entre outros. O presente estudo utiliza o termo colaboração. Veja Cropper, S., Ebers, M., Huxham, C., & Ring, P. S. (2014). Introducing inter-organizational relations. In S. Cropper, M. Ebers, C. Huxham, & P. S. Ring (Eds.), The Oxford handbook of interorganizational relations (pp. 3-21). Oxford University Press.
Uma revisão de literatura sobre os termos colaboração, coordenação e cooperação interorganizacionais identificou nove definições distintas para o termo colaboração. Seis dessas definições são orientadas a comportamentos e três delas voltam-se para resultados. Conclui-se que o termo evoca uma mistura de aspectos relacionados a comportamentos e resultados. O presente artigo utiliza a definição de Hardy, C., Phillips, N., & Lawrence, T. B. (2003). Resources, knowledge and influence: The organizational effects of interorganizational collaboration. Journal of Management Studies, 40(2), 321-347. https://doi.org/10.1111/1467-6486.00342; Beck, T. E., & Plowman, D. A. (2014). Temporary, emergent interorganizational collaboration in unexpected circumstances: A study of the Columbia space shuttle response effort. Organization Science, 25(4), 1234-1252. https://doi.org 10.1287/orsc.2013.0888; Castañer, X., & Oliveira, N. (2020). Collaboration, coordination, and cooperation among organizations: Establishing the distinctive meanings of these terms through a systematic literature review. Journal of Management, 46(6), 965-1001. https://doi.org/10.1177/0149206320901565; Cheung, M. S., Myers, M. B., & Mentzer, J. T. (2011). The value of relational learning in global buyer-supplier exchanges: A dyadic perspective and test of the pie-sharing premise. Strategic Management Journal, 32(10), 1061-1082. https://doi.org/10.1002/smj.926; Hardy et al. (2003). Resources, knowledge and influence: The organizational effects of interorganizational collaboration. Journal of Management Studies, 40(2), 321-347. https://doi.org/10.1111/1467-6486.00342; Majchrzak, A., Jarvenpaa, S. L, & Bagherzadeh, M. (2015). A review of interorganizational collaboration dynamics. Journal of Management, 41(5), 1338-1360. https://doi.org/10.1177/0149206314563399; Park, S. H., & Ungson, G. R. (2001). Interfirm rivalry and managerial complexity: A conceptual framework of alliance failure. Organization Science, 12(1), 37-53. https://doi.org/10.1287/orsc.12.1.37.10118
Cropper et al. (2014). Introducing inter-organizational relations. In S. Cropper, M. Ebers, C. Huxham, & P. S. Ring (Eds.), The Oxford handbook of interorganizational relations (pp. 3-21). Oxford University Press.
Hibbert, P., Huxham, C., & Ring, P. S. (2014). Managing collaborative inter-organizational relations. In S. Cropper, M. Ebers, C. Huxham, & P. S. Ring (Eds.), The Oxford handbook of interorganizational relations (pp. 390-416). Oxford University Press; Mattessich, P. W., & Johnson, K. M. (2018). Collaboration: What makes it work? (3a ed.). Amherst H. Wilder Foundation.
Hibbert et al. (2014). Managing collaborative inter-organizational relations. In S. Cropper, M. Ebers, C. Huxham, & P. S. Ring (Eds.), The Oxford handbook of interorganizational relations (pp. 390-416). Oxford University Press.
Williamson, O. E. (1991). Comparative economic organization: The analysis of discrete structural alternatives. Administrative Science Quarterly, 36(2), 269-296. https://doi.org/10.2307/2393356; Giglio, C., Corvello, V., Coniglio, I. M., Kraus, S., & Gast, J. (no prelo). Cooperation between large companies and start-ups: An overview of the current state of research. European Management Journal. https://doi.org/10.1016/j.emj.2023.08.002
Allmendinger, M. P., & Berger, E. S. C. (2020). Selecting corporate firms for collaborative innovation: Entrepreneurial decision making in asymmetric partnerships. International Journal of Innovation Management, 24(1), 2050003. https://doi.org/10.1142/S1363919620500036; Giglio et al. (no prelo). Cooperation between large companies and start-ups: An overview of the current state of research. European Management Journal. https://doi.org/10.1016/j.emj.2023.08.002
Weiblen, T., & Chesbrough, H. W. (2015). Engaging with startups to enhance corporate innovation. California Management Review, 57(2), 66-90. https://doi.org/10.1525/cmr.2015.57.2.66; Steiber, A., & Alänge, S. (2020). Corporate-Start-up collaboration: Effects on large firms’ business transformation. European Journal of Innovation Management, 24(2), 235-257. https://doi.org/10.1108/EJIM-10-2019-0312; Kurpjuweit, S., & Wagner, S. (2020). Startup supplier programs: A new model for managing corporate-startup partnerships. California Management Review, 62(3), 64-85. https://doi.org/10.1177/0008125620914995
Chesbrough, H. W. (2020). Open innovation results: Going beyond the hype, and getting down to business. Oxford University Press.
Weiblen, T., & Chesbrough, H.W. (2015). Engaging with startups to enhance corporate innovation. California Management Review, 57(2), 66-90. https://doi.org/10.1525/cmr.2015.57.2.66
World Economic Forum. (2018). Collaboration between start-ups and corporates: A practical guide for mutual understanding. http://www3.weforum.org/docs/WEF_White_Paper_Collaboration_between_Start-ups_and_Corporates.pdf
Hardy et al. (2003). Resources, knowledge and influence: The organizational effects of interorganizational collaboration. Journal of Management Studies, 40(2), 321-347. https://doi.org/10.1111/1467-6486.00342
Hibbert et al. (2014). Managing collaborative inter-organizational relations. In S. Cropper, M. Ebers, C. Huxham, & P. S. Ring (Eds.), The Oxford handbook of interorganizational relations (pp. 390-416). Oxford University Press; Mattessich, P. W., Murray-Close, M., & Monsey, B. R. (2001). Collaboration: What makes it work? (2a ed.). Amherst H. Wilder Foundation.
O propósito é impulsionado por uma necessidade, crise ou oportunidade.
Mattessich, P. W., & Johnson, K. M. (2018). Collaboration: What makes it work? (3a ed.). Amherst H. Wilder Foundation.
Hibbert et al. (2014). Managing collaborative inter-organizational relations. In S. Cropper, M. Ebers, C. Huxham, & P. S. Ring (Eds.), The Oxford handbook of interorganizational relations (pp. 390-416). Oxford University Press
Oliveira, N., & Lumineau, F. (2019). The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda. Journal of Management, 45(1), 231-261. https://doi.org/10.1177/0149206318804
Villena, V. H., Revilla, E., & Choi, T. Y. (2011). The dark side of buyer-supplier relationships: A social capital perspective. Journal of Operations Management, 29, 561-576. https://doi.org/10.1016/j.jom.2010.09.001
Narayanan, S., Narasimhan, R., & Schoenherr, T. (2015). Assessing the contingent effects of collaboration on agility performance in buyer-supplier relationships. Journal of Operations Management, 33, 140-154. https://doi.org/10.1016/j.jom.2014.11.004
Carter, C. R. (2000). Precursors of unethical behavior in global supplier management. Journal of Supply Chain Management, 36(4), 45-56. https://doi.org/10.1111/j.1745-493X.2000.tb00069.x
Oliveira, N., & Lumineau, F. (2019). The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda. Journal of Management, 45(1), 231-261. https://doi.org/10.1177/0149206318804
Uma revisão de literatura sobre manifestações do lado sombrio das relações interorganizacionais aponta que 75% dos 178 artigos revisados tratam dos temas conflitos, oportunismo e práticas antiéticas, e que outros temas, tais como ilegalidade, ilegitimidade, desconfiança e cinismo, e mal-entendidos são também abordados. Veja Oliveira, N., & Lumineau, F. (2019). The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda. Journal of Management, 45(1), 231-261. https://doi.org/10.1177/0149206318804
Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust implications. Free Press; Williamson, O. E. (1985). The economic institutions of capitalism. Free Press.
Oliveira, N., & Lumineau, F. (2019). The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda. Journal of Management, 45(1), 231-261. https://doi.org/10.1177/0149206318804
Huang, Y., Luo, Y., Liu, Y., & Yang, Q. (2016). An investigation of interpersonal ties in interorganizational exchanges in emerging markets. Journal of Management, 42(6), 1557-1587. https://doi.org/10.1177/0149206313511115; Li, J., & Hambrick, D. (2005). Factional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams. Academy of Management Journal, 48(5), 794-813. https://doi.org/10.5465/AMJ.2005.18803923
Ariño, A., & Torre, J. De la. (1998). Learning from failure: Towards an evolutionary model of collaborative ventures. Organization Science, 9(3), 306-325. https://doi.org/10.1287/orsc.9.3.306; Bakker, R. M. (2016). Stepping in and stepping out: Strategic alliance partner reconfiguration and the unplanned termination of complex projects. Strategic Management Journal, 37(9), 1919-1941. https://doi.org/10.1002/smj.2429
Park, S. H., & Ungson, G. R. (2001). Interfirm rivalry and managerial complexity: A conceptual framework of alliance failure. Organization Science, 12(1), 37-53. https://doi.org/10.1287/orsc.12.1.37.10118
Huang et al. (2016). An investigation of interpersonal ties in interorganizational exchanges in emerging markets. Journal of Management, 42(6), 1557-1587. https://doi.org/10.1177/0149206313511115; Li, J., & Hambrick, D. (2005). Factional groups: A new vantage on demographic faultlines, conflict, and disintegration in work teams. Academy of Management Journal, 48(5), 794-813. https://doi.org/10.5465/AMJ.2005.18803923
Huang, Y., Luo, Y., Liu, Y., & Yang, Q. (2016). An investigation of interpersonal ties in interorganizational exchanges in emerging markets. Journal of Management, 42(6), 1557-1587. https://doi.org/10.1177/0149206313511115
Barthélemy, J. (2008). Opportunism, knowledge, and the performance of franchise chains. Strategic Management Journal, 29(13), 1451-1463. https://doi.org/10.1002/smj.719; Lado, A. A., Dant, R. R., & Tekleab, A. G. (2008). Trust-opportunism paradox, relationalism, and performance in interfirm relationships: Evidence from the retail industry. Strategic Management Journal, 29, 401-423. https://doi.org/10.1002/smj.667
Jap, S. D. (2003). An exploratory study of the introduction of online reverse auctions. Journal of Marketing, 67(3), 96-107. https://doi.org/10.1509/jmkg.67.3.96.1865
Kaynak, R., & Sert, T. (2012). The impact of service supplier’s unethical behavior to buyer’s satisfaction: An empirical study. Journal of Business Ethics, 109(2), 219-226. https://doi.org/10.1007/s10551-011-1121-5; Lumineau, F., & Malhotra, D. (2011). Shadow of the contract: How contract structure shapes interfirm dispute resolution. Strategic Management Journal, 32, 532-555. https://doi.org/10.1002/smj.890
Ber, M. Le, & Branzei, O. (2010). Value frame fusion in cross sector interactions. Journal of Business Ethics, 94(suppl 1), 163-195. https://doi.org/10.1007/s10551-011-0785-1