Cooperative Strategies IG

Cooperative Strategies Interest Group focuses on issues related to cooperative strategies at the functional, business, corporate, group and network levels of analysis. We are interested in work that explores cooperative strategies within a sector of the economy (for example, among firms or among government agencies) and across sectors (for example, between firms and government agencies or between firms and non-profit organizations). Cooperative arrangements include inter-organizational alliances, joint ventures, federations, constellations, networks, vertical buyer-supplier relations, franchises, community service collaborations, public-private partnerships, corporate board interlocks, etc. The purpose of this Interest Group is to help create useful knowledge on the antecedents and consequences of cooperative arrangements and effective cooperative strategies as well as on the processes that inhibit or facilitate the emergence, evolution and termination of cooperative strategies.

Research streams encompass a broad range of phenomena, including relational mechanisms such as trust, knowledge sharing and conflict resolution; social interaction involving power relations, legitimization, and intervention; organizational perspectives such as relational capabilities, organizational routines, and cooperative governance structures; organizational outcomes such as social capital, learning, innovation, and financial performance; dynamics and evaluation with respect to processes such as formulating cooperative strategies, negotiating and transacting cooperative arrangements, implementing and managing cooperative strategies, and change and renewal of cooperative strategies.

Cooperative Strategies Leadership


picture of Isin Guler
Isin Guler
University of North Carolina at Chapel Hill

Program Chair

picture of Olga Bruyaka
Olga Bruyaka
West Virginia University

Associate Program Chair

picture of Fabrice Lumineau
Fabrice Lumineau
Purdue University

Engagement Officer

picture of Fabrice Lumineau
Fabrice Lumineau
Purdue University

Communication Officer

picture of Umit Ozmel
Umit Ozmel
Purdue University

Cooperative Strategies IG News

2019 Brain Matching Session Flyer

Questions We Attempt to Answer

If you are interested in this newly instituted domain, regardless of your other interests, you are welcome to join us as we attempt to answer questions, ones that are illustrative rather than exhaustive, such as the following:

  • How do competitive, corporate, growth and innovation strategy decisions influence cooperative strategies?
  • Under what conditions does reliance on cooperative strategies rather than organic growth or mergers and acquisitions increase the likelihood of success?
  • What differences exist in the emergence, negotiation, management and termination of cooperative strategies involving dyads versus multi-party collaborations and networks?
  • How do actors leverage relational, structural, and organizational attributes of networks to shape organizational behavior and outcomes of cooperative arrangements?
  • What differences exist in the emergence, negotiation, management and termination of cooperative strategies involving organizations within one sector of an economy versus those involving organizations from differing sectors of an economy?
  • What environmental factors shape decisions to rely on cooperative strategies?
  • What environmental factors inhibit reliance on cooperative strategies?
  • What roles do resources and capabilities play in decisions to rely on cooperative strategies? How do they contribute to the effective use of such strategies?
  • Does the existence of industrial districts, clusters, or other agglomerations make it easier for organizations to engage in cooperative strategies?
  • How should an organization with multiple manifestations of cooperative strategies organize their management?
  • When and why is managing cooperative strategies as a portfolio effective? How should the portfolio be managed to ensure its coherence?
  • What is the role of central governance in managing a portfolio of cooperative strategies?
  • What is the role of social processes such as legitimation in the emergence and evolution of organizational manifestations of cooperative strategies?
  • How do firms establish the micro foundations of their cooperative governance arrangements (e.g., managerial incentives, cooperative routines, and functional capabilities)?
  • What unique factors drive the emergence and implications of international cooperative strategies and cross-border cooperative arrangements such as alliance networks?
  • How do cooperative strategies help develop industry standards, drive industry convergence, and shape the evolution of sectors of an economy?
  • How do firms govern cooperative arrangements?
  • What is the role of the board of directors and other formal governance mechanisms or agreement provisions in managing cooperative strategies?

2019 SMS Annual Conference in Minneapolis Cooperative Strategies Interest Group Program Highlights

Below you will find a list of highlighted sessions of the Cooperative Strategies Interest Group program during 2019 SMS Annual Conference in Minneapolis. 

Tuesday, 16:15-17:30
Panel Session 1439

Organizations are simultaneously embedded in inter-organizational networks and ecosystems, yet research on networks and ecosystems developed in isolation. This panel will provide a platform to underline similarities and differences between networks and ecosystems; to bring ecosystems’ focus on modularity and complementarity at the forefront of inter-organizational research while enriching ecosystems scholarship with systematic applications of network analytic tools to map the patterns of interdependences. This integration of two bodies of knowledge will bring new energy into maturing research on organizational networks and greater structure to the burgeoning research on ecosystems.

Proposed by:
Andrew Shipilov, INSEAD
Ron Adner, Dartmouth College
Yves Doz, INSEAD
Rahul Kaoor, University of Pennsylvania
Dovev Lavie, Bocconi University

Tuesday 11:00-12:15
Paper Session 1448

The following will be presented during this session:
Crowd Dynamics in Internal Crowdsourcing: Insights from Challenges in Management Higher Education Gianluigi Viscusi, EPFL - École polytechnique fédérale de Lausanne
Christopher Tucci, Federal Institute of Technology in Lausanne

How the Network Neighborhood Influences Partnerships: Handshakes to Formal Collaboration among U.S. Fire Departments
Jay Horwitz, University of Toronto
Bill McEvily, University of Toronto
Anita McGahan, University of Toronto

Perceptions of Asset Specificity: Bias and Manipulation in Interfirm Exchanges

Libby Weber, University of California, Irvine
Russell Coff, University of Wisconsin-Madison

The Effect of Perceived Incongruence on Contract Design: Evidence from Debt Contract
Cyril Um, Purdue University
Shiau-Ling Guo, National Chengchi University
Fabrice Lumineau, Purdue University
Wei Shi, University of Miami

Monday, 08:00-9:15
Paper Session 1442
The following will be presented during this session:

How Do a Firm’s Acquisitions Affect the Performance of Its Alliance Partners?
Binh Minh Truong, BI Norwegian Business School
Dovev Lavie, Bocconi University
Randi Lunnan, BI Norwegian Business School

The Need for Speed: Firm Speed and the Decision to Go Alone Versus Partner
Ashton Hawk, University of Colorado, Boulder
Jeffrey Reuer, University of Colorado, Boulder
Andrew Garofolo, University of Colorado, Boulder

Organizational Structure Matters: R&D Centralization and Alliance Governance
Kun Zhang, University of Colorado, Boulder
Sandip Bisui, University of Colorado, Boulder
Harsha Tadikonda, University of Colorado, Boulder

Sources and Consequences of Value Chain Configuration: Evidence from the Global Biopharmaceutical Industry
Navid Asgari, Fordham University
Will Mitchell, University of Toronto

Tuesday, 14:30-15:45
Panel Session 1440

This panel connects two important research streams that have received considerable attention in the literature. The first examines forms of cooperation and competition in an industry and how it evolves over time. It studies these dynamics as they unfold in the context of the interactions between younger ventures and well established companies. The second research stream focuses on the emergence and evolution of entrepreneurial ecosystems and factors that determine this evolution. It highlights how interactions between new ventures and established companies can influence the evolution of an ecosystem. To discuss these issues, we assembled a panel of academics, executives and entrepreneurial leaders. The objective is to draw on current research and best practices to generate rigorous, relevant and actionable research findings that enrich managerial practice.

Proposed by:
Giovanni Battista Dagnino, University of Rome LUMSA
Shaker Zahra, University of Minnesota

Giovanni Battista Dagnino, University of Rome LUMSA
John Geisler, Cargill (Retired)
Sabina Saksena, Cytilife
Shaker Zahra, University of Minnesota


picture of Anne-Sophie Fernandez
Anne-Sophie Fernandez
University of Montpellier
picture of Umit Ozmel
Umit Ozmel
Purdue University
picture of Ram Ranganathan
Ram Ranganathan
University of Texas at Austin
picture of Turanay Caner
Turanay Caner
North Carolina State University
picture of Dries Faems
Dries Faems
WHU Otto Beisheim School of Management
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Ralph Heidl
University of Oregon