Authors
Abstract
Researchers have focused mainly on the importance and determinability of the front end phase in the continuation of collaboration and renewal of the collaborative processes of the organizations involved, but an exploration of the factors to be taken into consideration at the front has been overlooked. Accordingly, this Paper aims at delineation of a framework for inter organizational cooperation in the front-end phase. Interpretive Structural modeling and structural equation modeling are used to analyze the data. The statistical population of the study consists of 9 experts in the Iranian public and private sectors as well as university professors in the Interpretive Structural Modeling section. For the structural equation modeling, the sample consists of 415 employees and managers of the organizations which have been involved in different Inter organizational projects. It is indicated that top management commitment, communication, motivation, shared vision, inter relationships, consistent goals, cooperation culture, trust, joint planning, power distribution, conflict management, creation of control and monitoring systems, creation of information systems, As well as Political and economic uncertainty affect the effectiveness of inter organizational cooperation. It is also demonstrated that the effectiveness of inter organizational cooperation contributes to the value creation and business success.
Keywords
- [1] Conteh, C. (2013). Strategic inter-organizational cooperation in complex environments, Public Management Review, 15(4), 501-521. [2] Kale, P., & Singh, H. (2009). Managing strategic alliances: What do we know now, and where do we go from here, Academy of management perspectives, 23(3), 45-62. [3] Biermann, R (2015) Designing Cooperation among International Organizations: The Quest for Autonomy, the Dual-Consensus Rule, and Cooperation Failure, Journal of International Organizations Studies, 6 (2),45-66. [4] Doloi, H. (2006). A Framework for Managing Front-Ends of Complex Projects Incorporating Simulation Based Approach, Journal of the Chinese Institute of Industrial Engineers, 23(6), 458-467. [5] Samset, K. F., & Volden, G. H. (2016). Front-and definition of major public projects. Theoretical insights and conflicting practices, Ex ante. [6] Lucae, S., Rebentisch, E., & Oehmen, J. (2014). Understanding the Front-end of Large-Scale Engineering Programs, Procedia Computer Science, 28, 653-662. [7] Dietrich, P., Eskerod, P., Dalcher, D., & Sandhawalia, B. (2010). “The dynamics of collaboration in multipartner projects”. Project Management Journal, 41(4), 59-78. [8] Le Pennec, M., & Raufflet, E. (2016). Value creation in inter-organizational collaboration: An empirical study, Journal of Business Ethics, 1-18. [9] Hocevar, S. P., Jansen, E., & Thomas, G. F. (2011). Inter-organizational collaboration: Addressing the challenge, Homeland Security Affairs, 7(2). [10] Matinheikki, J., Artto, K., Peltokorpi, A., & Rajala, R. (2016). Managing inter-organizational networks for value creation in the front-end of projects, International Journal of Project Management, 34(7), 1226-1241. [11] Van der Weijde, G. (2008). Front End Loading in the Oil and Gas Industry. Unpublished master’s thesis). Delft University of Technology, Netherlands. [12] Kock, A., Heising, W., & Gemünden, H. G. (2015). How Ideation Portfolio Management Influences Front‐End Success, Journal of Product Innovation Management, 32(4), 539-555. [13] Ghasempour, S. and Nazi, A. (2014) A model for inter-agency cooperations to provide services for the blind and low-sighted people: Requirements and functions, journal of information system and services, 3(3), 29-46. (In Persian). [14] Rabiee A, Ardalan A, Poorhoseini SS. (2013) Assessment of Coordination among Lead Agencies of Natural Disasters Management in Iran, Hakim Research Journal. 16(2), 107- 117. (In Persian) [15] Mataji, K., Zomorodian, G., Hasanzadeh, R., Mozafari, M (2011) Interorganizational Coordination Among organizations, Quarterly Journal of Business Management, 2(8), 9-26. (In Persian) [16] Zare, A. (2007) Technological collaborations assessment of the members of society of Iranian Petroleum Industry Equipment, Quarterly journal of industrial technology development, 5(11), 21-34. (In Persian) [17] Azar, A.,Zarei, A.,Elahi, S. and Ranaei, H.A. (2007) Developing a Model Based on Simulation For Documentation And Analysis of Interorganizational Relationships, Quarterly Modares Human Sciences, 11 (55), 31-58.(in Persian) [18] Kabra, G., & Ramesh, A. (2015). Analyzing drivers and barriers of coordination in humanitarian supply chain management under fuzzy environment, Benchmarking, 22(4), 559. [19] Paulraj, A., Lado, A. A., & Chen, I. J. (2008). Inter-organizational communication as a relational competency: Antecedents and performance outcomes in collaborative buyer–supplier relationships, Journal of operations management, 26(1), 45-64. [20] Tchouakeu, L. M. N., Maldonado, E., Zhao, K., Robinson, H., Maitland, C., & Tapia, A. (2011). Exploring barriers to coordination between humanitarian NGOs: A comparative case study of two NGO’s information technology coordination bodies, In Information Systems and Modern Society: Social Change and Global Development (pp. 87-112). IGI Global. [21] Sa´nchez, R. M., & Medina-Borja, A. (2008). Learning from past operations with data mining: uncovering the profile of successful disaster relief partnerships, In IIE Annual Conference. Proceedings (pp. 414–420). [22] Verdecho, M. J., Alfaro-Saiz, J. J., Rodriguez-Rodriguez, R., & Ortiz-Bas, A. (2012). A multi-criteria approach for managing inter-enterprise collaborative relationships, Omega, 40(3), 249-263. [23] Nuschke, P., & Jiang, X. (2007, July). A framework for inter-organizational collaboration using communication and knowledge management tools”. In International Conference on Online Communities and Social Computing (pp. 406-415). Springer Berlin Heidelberg. [24] Gebrekidan, D. A., & Awuah, G. B. (2002). Interorganizational cooperation: a new view of strategic alliances: The case of Swedish firms in the international market, Industrial Marketing Management, 31(8), 679-693. [25] Stephenson, M., & Schnitzer, M. (2006). Interorganizational trust, boundary spanning, and humanitarian relief coordination, Nonprofit Management and Leadership, 17(2), 211–233.
)