Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 580-603 |
| Journal | Strategic Management Journal |
| Volume | 40 |
| Issue number | 4 |
| Early online date | Oct 2018 |
| DOIs | |
| Publication status | Published - Apr 2019 |
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Keywords
- Value creation
- Value appropriation
- Public partnerships
- Organizational politics
- Procedural rationality
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Fishing in troubled waters? Strategic decision‐making and value creation and appropriation from partnerships between public organizations. / van den Oever, Koen; Martin, Xavier.
In: Strategic Management Journal, Vol. 40, No. 4, 04.2019, p. 580-603.Research output: Contribution to journal › Article › Scientific › peer-review
TY - JOUR
T1 - Fishing in troubled waters?
T2 - Strategic decision‐making and value creation and appropriation from partnerships between public organizations
AU - van den Oever, Koen
AU - Martin, Xavier
PY - 2019/4
Y1 - 2019/4
N2 - Although partnerships have been conceptualized as vehicles for value creation, less is known about which partners appropriate more value out of them, especially among public organizations. We theorize how politics and procedural rationality in decision‐making respectively are associated with value creation and value appropriation from partnerships between public organizations. Analysis of data from the Dutch water authority sector (2008‐2014) shows that organizations employing more politics in decision‐making appropriate more value from horizontal partnerships, whereas procedural rationality in decision‐making may enhance combined value creation but limits partner‐level value appropriation. Also as theorized, the collective decision‐making context constrains value appropriation by partners using a discrepant decision‐making approach. We discuss implications for research on public organizations, alliances, and strategic decision‐making.
AB - Although partnerships have been conceptualized as vehicles for value creation, less is known about which partners appropriate more value out of them, especially among public organizations. We theorize how politics and procedural rationality in decision‐making respectively are associated with value creation and value appropriation from partnerships between public organizations. Analysis of data from the Dutch water authority sector (2008‐2014) shows that organizations employing more politics in decision‐making appropriate more value from horizontal partnerships, whereas procedural rationality in decision‐making may enhance combined value creation but limits partner‐level value appropriation. Also as theorized, the collective decision‐making context constrains value appropriation by partners using a discrepant decision‐making approach. We discuss implications for research on public organizations, alliances, and strategic decision‐making.
KW - Value creation
KW - Value appropriation
KW - Public partnerships
KW - Organizational politics
KW - Procedural rationality
U2 - 10.1002/smj.2975
DO - 10.1002/smj.2975
M3 - Article
VL - 40
SP - 580
EP - 603
JO - Strategic Management Journal
JF - Strategic Management Journal
SN - 0143-2095
IS - 4
ER -