The Impact of Inter-firm Cooperation on Performance: A Two-Region Experience

Joao Ferreira, Mário L. Raposo and Cristina I. Fernandes
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Mário L. Raposo: University of Beira Interior
Cristina I. Fernandes: ISLA, Leiria and NECE – Research Centre of Business Sciences, UBI

Chapter Chapter 5 in Cooperation, Clusters, and Knowledge Transfer, 2013, pp 81-102 from Springer

Abstract: Abstract The management literature provides extensive coverage of the different motives and factors that encourage companies to cooperate and adhere to cooperative relationships. Nielsen (1988), who influenced a wide body of authors (Heide and Miner 1992; Parkhe 1993; Hagedoorn and Schakenraad 1994; Mohr and Spekman 1994; Gulati 1995; Browning et al. 1995; Holm et al. 1999; Afuah 2009), seeks to demonstrate that cooperative strategies may ethically boost organisational efficiency in various circumstances. Taking a multidisciplinary approach, he sets out the utility of cooperative strategies within the scope of concepts such as the environmental life cycle, generic strategies and aggregating value before concluding that strategies involving cooperation between major corporations may be more efficient than external market mechanisms. Hence, cooperative strategies are susceptible to enhancing organisational efficiency in various different market scenarios.

Keywords: Financial Performance; Cooperative Strategy; Spanish Company; Cooperative Relationship; Political Decision Maker (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:spr:adspcp:978-3-642-33194-7_5

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DOI: 10.1007/978-3-642-33194-7_5

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