Interorganizational Adaptation, Interorganizational Strategies, and Firm Performance.
AIR FORCE INST OF TECH WRIGHT-PATTERSONAFB OH
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Firms are facing hypercompetitive environments where making adjustments is a crucial challenge for top managers. An unprecedented number of organizations are forming interorganizational relationships in order meet this challenge. This dissertation investigates adaptive interorganizational adjustments and interorganizational strategies. Based on an extensive literature review of adaptation theory, research hypotheses related to these central concepts are developed and tested. In order to gather data, a questionnaire was constructed and sent to over 1,100 Chief Executive Officers in the aerospace, biotechnology pharmaceutical, and electronic component industries. After the completed surveys were statistically analyzed, in-depth interviews about interorganizational relationships were conducted with Chief Executive Officers and later transcribed and reviewed. The results of this dissertation indicate that top managers make intentional interorganizational adjustments, that the level of firm organizational adjustment is significantly related to the level of firm interorganizational adjustment, and that hierarchical interorganizational strategies provide greater flexibility than market- like strategies. This dissertation also finds that the firms level of interorganizational adjustment is significantly related to financial performance.
- Administration and Management
- Statistics and Probability