The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage

@article{Dyer1998TheRV,
  title={The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage},
  author={Jeffrey H. Dyer and Harbir Singh},
  journal={Academy of Management Review},
  year={1998},
  volume={23},
  pages={660-679}
}
In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary resources/capabilities, and (4) effective… 
View via Publisher
mycourses.aalto.fi
11,675 Citations
Highly Influential Citations
1,015
Background Citations
5,011
Methods Citations
273
Results Citations
178

11,675 Citations

Relational View:Four Prerequisites of Competitive Advantage

: Dyer and Singh (1998) use the dyad or network, rather than the single firm, as their unit of analysis, and suggest a relational view (RV), which considers interfirm competitive advantage. However,…

Competitive advantage in interfirm cooperation: old and new explanations

Purpose – The purpose of this paper is to examine how different strategy theories complement each other with respect to understanding competitive advantage of a single firm that utilizes interfirm…

THE COMPETITIVE ADVANTAGE OF INTERCONNECTED FIRMS: AN EXTENSION OF THE RESOURCE-BASED VIEW.

In light of the increasing popularity of strategic alliances, the resource-based view is revisited and extended in order to allow for the consideration of alliance partner resources in evaluating the…

A Dynamic Collaboration Capability as a Source of Competitive Advantage

Findings show that collaboration, as a dynamic capability, mediates the conflict resulting from functional orientations, and improves performance, providing insight into how firms can exploit interfirm resources for competitive advantage.

Technological Centers as a Negotiated Context to Combine Technological Capabilities

Recent perspectives on a capabilities view of the firm often recognize the need for firms to develop an external organization. From a relational view of the industry, the external organization may…

Alliance or acquisition? A dyadic perspective on interfirm resource combinations

For firms seeking to strategically combine their resources with those of other firms, two popular alternative governance structures emerge: alliance or acquisition. In this paper, we propose a dyadic…

THE EVOLVING NATURE OF THE COMPETITIVE ADVANTAGE OF TRIADIC SUPPLY CHAINS. THE PERSPECTIVE OF EMBEDDEDNESS

E stablishing and nurturing relationships is a central theme when investigating the competitive advantage of supply chains. Building upon the theory of strategic management, two prominent views…

Alliance partners and firm performance: resource complementarity and status association

Bridging the resource-based view and the institutional perspective, this study explores the performance consequences of firms' alliance partner selections by examining the interactions of resource…

Gaining Relational Competitive Advantages: A Conceptual Framework on Rent Generation and Appropriation

Establishing Strategic Technological Partnerships (STPs) with foreign partners is an increasingly studied topic within the innovation management literature. Partnering firms can jointly create…

A Multi-Dimensional View of Alliance Complexity and Value Division in Technology Sourcing Agreements

Most research on alliances ignores the structures of the underlying relationships as codified by contract. By overlooking these structures the complexity of the fundamental relationship is ignored.…
...

References

SHOWING 1-10 OF 97 REFERENCES

Strategic assets and organizational rent

We build on an emerging strategy literature that views the firm as a bundle of resources and capabilities, and examine conditions that contribute to the realization of sustainable economic rents.…

SUSTAINABLE COMPETITIVE ADVANTAGE: COMBINING INSTITUTIONAL AND RESOURCE- BASED VIEWS

This article suggests that the context and process of resource selection have an important influence on firm heterogeneity and sustainable competitive advantage. It is argued that a firm’s…

Strategic alliances and interfirm knowledge transfer

This paper examines interfirm knowledge transfers within strategic alliances. Using a new measure of changes in alliance partners' technological capabilities, based on the citation patterns of their…

Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms

Why do firms form strategic alliances? The traditional theoretical answer has been transaction cost explanations. Yet, these explanations which center on transaction characteristics, static…

FROM TRANSACTION COST TO TRANSACTIONAL VALUE ANALYSIS: IMPLICATIONS FOR THE STUDY OF INTERORGANIZATIONAL STRATEGIES*

This article examines interorganizational strategies from a transactional value, rather than transaction cost, perspective. It argues that the transaction cost perspective has at least two major…

Structuring cooperative relationships between organizations

Alliances and similar cooperative efforts are receiving increased attention in the strategic management literature. These relationships differ in significant ways from those governed by markets or…

Does Governance Matter? Keiretsu Alliances and Asset Specificity as Sources of Japanese Competitive Advantage

This empirical study suggests that Japanese competitive advantage in complex-product industries is at least partly due to differences in value chain governance and interfirm asset co-specialization.…

COST, VALUE AND FOREIGN MARKET ENTRY MODE: THE TRANSACTION AND THE FIRM

This paper compares and contrasts the mode of foreign market entry decision from the transaction cost/internalization and organizational capability perspectives. Each of these perspectives operates…

Network Dyads in Entrepreneurial Settings: A Study of the Governance of Exchange Relationships

Investigates network dyads and the manner in which control is exercised in these structures. Four entrepreneurial, high growth firms, each from a different industry, were selected to participate in…

DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT

The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive…
...