Fishing in troubled waters? Strategic decision‐making and value creation and appropriation from partnerships between public organizations

Research output: Contribution to journalArticleScientificpeer-review

Abstract

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.
LanguageEnglish
JournalStrategic Management Journal
DOIs
Publication statusE-pub ahead of print - 2019

Fingerprint

Fishing
Water
Value creation
Decision making
Strategic decision making
Public organizations
Value appropriation
Procedural rationality
Alliances
Authority
Collective decision-making

Keywords

  • Value creation
  • Value appropriation
  • Public partnerships
  • Organizational politics
  • Procedural rationality

Cite this

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title = "Fishing in troubled waters? Strategic decision‐making and value creation and appropriation from partnerships between public organizations",
abstract = "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.",
keywords = "Value creation, Value appropriation, Public partnerships, Organizational politics, Procedural rationality",
author = "{van den Oever}, Koen and Xavier Martin",
year = "2019",
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journal = "Strategic Management Journal",
issn = "0143-2095",
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AU - van den Oever, Koen

AU - Martin, Xavier

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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

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DO - https://doi.org/10.1002/smj.2975

M3 - Article

JO - Strategic Management Journal

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JF - Strategic Management Journal

SN - 0143-2095

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