The Governance of New Interorganizational Relationships
Coordination, Collaboration, and Control, Special issue of the Journal of Inter-Organizational Relationships; Deadline 1 Mar 2023
INTEREST CATEGORY: INTERORGANIZATIONAL
POSTING TYPE: Calls: Journals
Author: Dave Gilliland
Journal of Inter-Organizational Relationships
Call for Papers for a Special Issue
The Governance of New Interorganizational Relationships: Coordination, Collaboration, and Control
Submission Deadline: March 1, 2023
Vishal Kashyap, University of Graz
Erik Mooi, University of Melbourne
David Gilliland, Colorado State University and Aston University
BACKGROUND FOR THE SPECIAL ISSUE
Interorganizational governance encompasses a wide variety of issues around the initiation, maintenance, and termination of relationships between exchange parties (Heide 1994). As such, it is critical for the effective functioning of interorganizational relationships. Scholars have, accordingly, advanced the literature significantly in areas such as trust (Doney and Canon 1997); contracting (e.g., Poppo and Zenger 2002), relationship governance (Wathne and Heide 2004); plural governance (Heide 2003), opportunism (Brown, Dev, and Lee 2000), and industrial alliances (Ghosh and John 2005). Typically, much of this valuable work has focused on traditional, long-term, buyer-seller relationships. Yet, a significant amount of exchange focuses on more novel organizational forms, that remain poorly understood. In response, recent research has started making inroads into areas such as blockchain governance (Lumineau, Wang, and Schilke 2021), temporary organizations (Ghazimatin, Mooi, and Heide 2021; Hadida, Heide, and Bell 2019), solutions (Colm, Ordanini, and Bornemann 2020), licensing (Mooi and Wuyts, 2021), and the governance of online “gig” marketplaces (Ludwig et al., 2021) or electronic marketplaces more broadly (Grewal et al., 2001).
As interorganizational relationships continue to evolve and new business models emerge, organization forms have become more complex and networked (2021 ISBM B2B Trend Study). Consequently, the early research focus on relationships between dyads of buyers and sellers now also needs to account for the alignment of intricate supply chains and complex networked interorganizational forms. Indeed, developments such as the increasing rate of changes in technology, the growing prominence of digital with its implications for the entire value chain, the availability of large amounts of data, the challenges and disruptions of exogenous shocks such as the COVID-19 pandemic, the associated focus on remote, the emphasis on sustainability in business, and questions around value creation and capture in commoditized markets all suggest that the earlier academic paradigms for managing interorganizational relationships need updating to accommodate the challenges of coordinating, collaborating, and controlling interfirm relationships. This is an opportune moment to take stock of what we know about the governance of interorganizational relationships and a pivotal time for motivating further research that can shed light on the burning issues of our time. Against this backdrop, this Special Issue aims to extend the literature on interorganizational governance.
AIMS AND SCOPE OF THE SPECIAL ISSUE
The purpose of this Special Issue is to provide a forum for empirical and conceptual research that reflects these changes and their resulting implications for the governance of interfirm relationships. This Special Issue provides a forum for new research in the interorganizational space across disciplines including, but not limited to, marketing, management, supply chain, international business, and other disciplines. A non-exhaustive list of potential topics includes:
- The governance of new business models such as platforms and digital marketplaces, including those focused on B2B, B2B2C, or B2C.
- How to govern temporary organizations for e.g., innovation, or for delivery to agreed-upon-terms.
- The governance implications of exogenous shocks such as the pandemic which has upended multiple aspects of business.
- How plural governance can be best combined and what “matches” are most productive.
- The forms and types of monitoring of interfirm relationships – do existing standards suffice?
- New forms of interfirm incentive design
- The role of big data and analytics in structuring interfirm relationships
- The governance implications of sustainability in interfirm relationships
- Value creation and capture
- The role of digital AI in the governance of interfirm relationships.
- New forms of collaboration between firms such as those in digitally enabled B2B ecosystems
- Services and solutions businesses
- Existing conceptualizations of governance – Sufficient or in need of updates?
SUBMISSION AND DEADLINES FOR THE SPECIAL ISSUE
- The deadline for submission is March 1, 2023
- Submissions should be prepared using JIOR manuscript guidelines ()
- Manuscripts should be submitted to David Gilliland at email@example.com.
- Papers will be reviewed according to a double-blind review process
- Although suggested topics are listed above, we welcome questions about the special issue including proposed topics and fit. Please direct questions to the editors of the issue (Vishal Kashyap at firstname.lastname@example.org and/or Erik Mooi at email@example.com).
David Gilliland, EIC
Vishal Kashyap, Special Issue Co-editor
Erik Mooi, Special Issue Co-editor
Brown, J. R., Dev, C. S., & Lee, D. J. (2000). Managing marketing channel opportunism: the efficacy of alternative governance mechanisms. Journal of Marketing, 64(2), 51-65.
Colm, L., Ordanini, A., & Bornemann, T. (2020). Dynamic governance matching in solution development. Journal of Marketing, 84(1), 105-124.
Doney, P. M., & Cannon, J. P. (1997). An examination of the nature of trust in buyer–seller relationships. Journal of Marketing, 61(2), 35-51.
Ghazimatin, E., Mooi, E. A., & Heide, J. B. (2021). Mobilizing the Temporary Organization: The Governance Roles of Selection and Pricing. Journal of Marketing, 0022242920982545
Ghosh, M., & John, G. (2005). Strategic fit in industrial alliances: an empirical test of governance value analysis. Journal of Marketing Research, 42(3), 346-357.
Grewal, R., Comer, J. M., & Mehta, R. (2001). An investigation into the antecedents of organizational participation in business-to-business electronic markets. Journal of Marketing, 65(3), 17-33.
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Heide, J. B. (2003). Plural governance in industrial purchasing. Journal of Marketing, 67(4), 18-29.
Ludwig, S., Herhausen, D., Grewal, D., Bove, L., Benoit, S., de Ruyter, K., & Urwin, P. (2021). EXPRESS: Communication in the Gig Economy: Buying and Selling in Online Freelance Marketplaces. Journal of Marketing, 00222429211030841.
Lumineau, F., Wang, W., & Schilke, O. (2021). Blockchain governance—A new way of organizing collaborations?. Organization Science, 32(2), 500-521.
Mooi, E., & Wuyts, S. (2021). Value from technology licensing–The role of monitoring and licensing experience. International Journal of Research in Marketing.
Poppo, L., & Zenger, T. (2002). Do formal contracts and relational governance function as substitutes or complements?. Strategic management journal, 23(8), 707-725.
Wathne, K. H., & Heide, J. B. (2004). Relationship governance in a supply chain network. Journal of marketing, 68(1), 73-89.
Wuyts, S. (2021). ISBM B2B Trend Study [White Paper]. Institute for the Study of Business Markets. https://isbm.org/curated-b2b-research/2021-isbm-b2b-trends-study/