Collaborating across lines of business for competitive advantage

Academy of Management Executive

Volumn 10, Issue 2, 1996, Pages 20-34

  Liedtka, Jeanne M ^a  

^a UNIVERSITY OF VIRGINIA   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0002544109     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/ame.1996.9606161550     Document Type: Article

References (20)

1. There has been much discussion of this new view of strategy, beginning with G. Hamel and C.K. Prahalad, "Strategic Intent," Harvard Business Review, May/June, 1989, 63-76.
2. Also see G. Stalk, P. Evans and L. Shulman, "Competing on Capabilities: The New Rules of Corporate Strategy," Harvard Business Review, March/April, 1992, 57-69;
3. and G. Day, "The Capabilities of Market-Driven Organizations," Journal of Marketing, October, 1994, 37-52.
4. See Day, Journal of Marketing, Ibid.
5. From Eric Hoffer, The Ordeal of Change, (New York: Harper & Row), 1963.
6. See Peter Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Doubleday), 1990.
7. This is taken from B. Gray, Collaborating (San Francisco: Jossey-Bass), 1991, p. 227.
8. For a detailed discussion of the history and theory behind the multidivisional form, see R. Hoskisson, C. Hill and H. Kim, "The Multidivisional Structure: Organizational Fossil or Source of Value?" Journal of Management, 19, 2, 269-298.
9. See James Moore, "Predators and Prey: A New Ecology of Competition," Harvard Business Review, May/June, 1993, 76-86.
10. See Hoskisson, Harvard Business Review, Ibid.
11. All of the firms that participated in these discussions requested that we preserve their anonymity in sharing our findings with a wider audience. Accordingly, we refer only to their industry. Similarly, the names of the partners quoted are not used. All quotes, however, are taken directly from the transcripts of one-on-one discussions with these partners, without altering them in any way. The high performance firms were recommended for inclusion by industry experts and are widely regarded in their respective fields as leaders, in terms of the outcomes that they produce through their collaboration across lines of business.
12. See Charles Hardy, The Age of Paradox, (Boston: Harvard Business School Press), 1994.
13. K. Reardon and R. Spekman, "Starting Out Right: Negotiation Lessons for Domestic and Cross-Cultural Business Alliances," Business Horizons, Jan-Feb. 1994, pp. 71-79.
14. G. Pinchot and E. Pinchot, The End of Bureaucracy and the Rise of the Intelligent Organization, (San Francisco: Berrett-Koehler Publishers), 1993.
15. Max DePree, Leadership is an Art, (New York: Dell), 1989.
16. P. Ring and A. Van de Ven, "Developmental Processes of Cooperative Interorganizational Relationships," Academy of Management Review, 19(1): 90-118.
17. J. Mohr and R. Spekman, "Characteristics of Partnership Attributes, Communication Behavior and Conflict Resolution Techniques," Strategic Management Journal, Vol. 15, 135-152, 1994.
18. Eric Hoffer, Strategic Management Journal, Ibid.
19. See Peter Senge, "Mental Models," Planning Review, March/April 1992.
20. See D. Nadler, M. Gerstein, R. Shaw and Associates, Organizational Architecture (San Francisco: Jossey-Bass).