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Rotating leadership and collaborative innovation: Recombination processes in symbiotic relationships

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dc.contributor.author Davis, Jason
dc.contributor.author Eisenhardt, Kathleen M.
dc.date.accessioned 2012-11-16T20:04:03Z
dc.date.available 2012-11-16T20:04:03Z
dc.date.issued 2011-06
dc.identifier.issn 0001-8392
dc.identifier.issn 1930-3815
dc.identifier.uri http://hdl.handle.net/1721.1/74668
dc.description.abstract Using a multiple-case, inductive study of eight technology collaborations between ten organizations in the global computing and communications industries between 2001 and 2006 this paper examines why some interorganizational relationships produce technological innovations while others do not. Comparisons of more and less innovative collaborations show that high-performing collaborative innovation involves more than possessing the appropriate structural antecedents (e.g., R&D capabilities, social embeddedness) suggested by prior alliance studies. Rather, it also involves dynamic organizational processes associated with collaboration partners’ leadership roles that solve critical innovation problems related to recombination across boundaries. While dominating and consensus leadership processes are associated with less innovation, a rotating leadership process is associated with more innovation. It involves alternating decision control that accesses the complementary capabilities of both partner organizations, zig-zagging objectives that engender deep and broad technological search for potential innovations, and fluctuating network cascades that mobilize different participants who bring variable inputs to recombination. The paper also discusses recombination mechanisms in the organization of collaborative innovation, variations in the performance of dynamic interorganizational ties, and how organizations develop symbiotic relationships that overcome the tendency of long-lived relationships toward inertia. en_US
dc.description.sponsorship National Science Foundation (U.S.) (IOC Award #0621777) en_US
dc.description.sponsorship Stanford University. Stanford Technology Ventures Program en_US
dc.description.sponsorship Sloan School of Management en_US
dc.language.iso en_US
dc.publisher Sage Publications en_US
dc.relation.isversionof http://dx.doi.org/10.1177/0001839211428131 en_US
dc.rights Article is made available in accordance with the publisher's policy and may be subject to US copyright law. Please refer to the publisher's site for terms of use. en_US
dc.source Administrative Science Quarterly en_US
dc.title Rotating leadership and collaborative innovation: Recombination processes in symbiotic relationships en_US
dc.type Article en_US
dc.identifier.citation Davis, J. P., and K. M. Eisenhardt. “Rotating Leadership and Collaborative Innovation: Recombination Processes in Symbiotic Relationships.” Administrative Science Quarterly 56.2 (2011): 159–201. Web. en_US
dc.contributor.department Sloan School of Management en_US
dc.contributor.mitauthor Davis, Jason
dc.relation.journal Administrative Science Quarterly en_US
dc.identifier.mitlicense PUBLISHER_POLICY en_US
dc.eprint.version Final published version en_US
dc.type.uri http://purl.org/eprint/type/JournalArticle en_US
eprint.status http://purl.org/eprint/status/PeerReviewed en_US
dspace.orderedauthors Davis, J. P.; Eisenhardt, K. M. en


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