Strategizing and the initiation of interorganizational collaboration through prospective resourcing

F. Deken, Hans Berends, Gerda Gemser, Kristina Lauche

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

In this paper, we explain how managers establish resource complementarity during their strategizing efforts for interorganizational collaboration. Based on a longitudinal field study at an automotive company, we show that resource complementarity is not given but jointly constructed in interactions with multiple potential partners through recursive cycles of what we refer to as 'prospective resourcing'. Prospective resourcing mediates the interplay of strategizing and collaboration, thereby reversing the prevailing logic that strategy precedes and determines collaboration. Our findings offer insight into resourcing as a mechanism for developing strategic initiatives and shows how external actors may influence strategizing.

Original languageEnglish
Pages (from-to)1920–1950
Number of pages31
JournalAcademy of Management Journal
Volume61
Issue number5
DOIs
Publication statusPublished - 1 Oct 2018

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Managers
Industry
Inter-organizational collaboration
Strategizing
Resources
Complementarity
Field study
Interaction
Strategic initiatives
Logic

Bibliographical note

Published online 24 October 2018

Cite this

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Strategizing and the initiation of interorganizational collaboration through prospective resourcing. / Deken, F.; Berends, Hans; Gemser, Gerda; Lauche, Kristina.

In: Academy of Management Journal, Vol. 61, No. 5, 01.10.2018, p. 1920–1950.

Research output: Contribution to JournalArticleAcademicpeer-review

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