Trust in strategic alliances: what does it mean and how is it built?

Informed by social exchange theory (SET) this study examines the role of trust in strategic alliances. Interviews were conducted with 17 participants who were strategic alliance managers in their organization. The study finds that trust is important to strategic alliance managers, and without it alliance managers would find it difficult to keep their alliance going. Trust is built over time, and based on the past experiences that the alliance manager has with their partner. The study found that prior networks, timely and appropriate communication and information exchange, fairness preservation and inter-firm adaptation were important in developing trust in the strategic alliance.

A conceptual model of the strategic alliance process : from initiation to conclusion

The primary focus of this paper is to present a conceptual model of the strategic alliance process that delineates the stages of initiation, formation and sustained operation of strategic alliances. Based on a detailed review of the literature, the model takes a process perspective and explicitly focuses on the key factors that influence the outcomes and behaviour of an alliance during these stages. The model provides insights to both policy-makers and alliance managers on establishing and managing successful alliances. Based on different aspects of the model, the possible hypotheses have been developed related to the initiation, formation and operation of strategic alliances. The approaches that are currently under way to test these hypotheses are described and the possible practical implications of the findings that could emerge are also discussed.

Investigation of educator adoption of knowledge media

Human development has occurred against a timeline that has seen the creation of and diffusion of one innovation after another. These innovations range from language to complex computing and information technologies. The latter are assisting with the distribution of information, and extend to the distribution of the human species beyond the planet Earth. From early times, information has been published and mostly for a fee to the publisher. The absorption and use of information has had a high priority in most societies from early times, and has become institutionalised in universities and institutes of technical learning. For most in Western societies, education is now a matter of ‘lifelong learning’. Today, we see higher education institutions, worldwide, adapting their organisational structures and operating procedures and forming strategic alliances with communications content providers and carriers as well as with information technology companies. Modern educational institutes seek productivity and efficiency. Many also seek to differentiate themselves from competitors. Technological convergence is often seen by management to be a saviour in many educational organisations. It is hoped that lower capital and recurrent costs can be achieved, and that competitors in an increasingly globalised industry can be held at bay by strategic use of knowledge media (Eisenstadt, 1995) commonly associated with distance education in the campus setting. Knowledge media set up costs, intellectual property costs and training costs for staff and students are often so high as to make their use not viable for Australian institutes of higher education. Against this backdrop, one might expect greater educator and student use of publisher produced textbooks and digital enhancements to the textbook, particularly those involved in distance education. A major issue is whether or not the timing of instructor adoption of converging information technology and communications technologies aligns with the wishes of both higher education management and government, and with those who seek commercial gain from the diffusion and adoption of such technologies. Also at issue is whether or not it is possible to explain variance in stated intentions to recommend adoption of new learning technologies in higher education and implementation. Will there occur educator recommendation for adoption of individual knowledge media such as World Wide Web access to study materials by students? And what will be the form of this tool and others used in higher education? This thesis reports on more recent changes in the technological environment and seeks to contribute to an understanding of the factors that lead to a willingness, or unwillingness, on the part of higher education instructors, as influencers and content providers, to utilise these technologies. As such, it is a diffusion study which seeks to fill a gap in the literature. Diffusion studies typically focus on predicting adoption based on characteristics of the potential adopter. Few studies examine the relationship between characteristics of the innovation and adoption. Nearly all diffusion studies involve what is termed discontinuous innovation (Robertson, 1971). That is, the innovation involves adoptees in a major departure from previous practice. This study seeks to examine the relationship between previous experience of related technologies and adoption or rejection of dynamically continuous innovation. Continuous and dynamically continuous innovations are the most numerous in the real world, yet they are numerically the least scrutinised by way of academic research. Moreover, the three-year longitudinal study of educators in Australian and New Zealand meets important criteria laid down by researchers Tornatzky and Klein (1982) and Rogers (1995), that are often not met by similar studies. In particular the study examines diffusion as it is unfolding, rather than selectively examining a single innovation and after the fact, thus avoiding a possible pro-innovation bias. The study examines the situation for both ‘all educators’ and ‘marketing / management educators’ alone in seeking to meet the following aim: Establish if intended adopters of specific knowledge media have had more experience of other computer-based technologies than have those not intending to adopt said knowledge media. The analytical phase entails use of factor analysis and discriminant analysis to conclude that it is possible to discriminate adopters of selected knowledge media based on previous use of related technologies. The study does not find any generalised factor that enables such discrimination among educators. Thus the study supports the literature in part, but fails to find generalised factors that enable unambiguous prediction of knowledge media adoption or otherwise among each grouping of educators examined. The implications are that even in the case of related products and services (continuous or dynamically continuous innovation), there is not statistical certainty that prior usage of related products or technologies is related to intentions to use knowledge media in the future. In this regard, the present study might be said to confirm the view that Rogers and Shoemaker's (1971) conceptualisation of perceived innovation characteristics may only apply to discontinuous innovations (Stratton, Lumpkin & Vitell, 1997). The implications for stakeholders such as higher education management is that when seeking to appoint new educators or existing staff to knowledge media project teams, there is some support for the notion that those who already use World Wide Web based technologies are likely to take these technologies into teaching situations. The same claim cannot be made for computer software use in general, nor Internet use in general.

Negotiating vertical IS standards : a two industry case study

Using Actor-Network Theory (ANT), this thesis describes arguments and inducements organisations can offer other organisations to participate in Vertical IS standardisation initiatives. To develop public goods such as Vertical IS standards, a persuasive value proposition is needed to encourage participation. Without social interactions between participants, tensions may hinder the progress of standards developments.

Building trust in cross-sector R&D collaborations : the role of credible commitments

This paper reports selected findings from a study of one form of cross-boundary relationship: cross-sector R&D collaboration under the Australian Cooperative Research Centre (CRC) Programme. The study sought to explain project partners’ collaboration experience using a theoretical model which was empirically tested with a survey of CRC project leaders. It was hypothesised (H1) that the higher the level of relational trust (measured, following Sako, in terms of contractual, competence, and goodwill trust) amongst the partners in a collaborative project team, the more positive would be the partners’ experience of the project. The construct of credible commitments (the making of pledges, or the economic equivalent of the taking of hostages, which bind partners to a relationship) was posed in the model as an antecedent of relational trust. Accordingly it was hypothesised (H2) that the more that credible commitments are made by the project partners, the higher would be the level of relational trust between them. Data from the achieved sample (n = 156, 51% response rate) were analysed using PLS Graph. The results of the analysis provided support for hypothesis 1 but not for hypothesis 2. It was concluded that this latter finding could be due to the specific context of the study (cross-sector R&D collaborations under the CRC Programme differ markedly from inter-firm strategic alliances), or it could be due to the complex nature of credible commitments which was not adequately captured by our measure of this construct. Further research is required in this area to clarify the nature credible commitments, and the circumstances under which they contribute to a spiral of rising trust, in different cross-boundary contexts.

Mixed methods : a research design for management doctoral dissertations

Purpose – This paper seeks to examine two management doctoral research projects to highlight the advantages in mixed methods as the primary research design.
Design/methodology/approach – This paper summarises the methods of data collection and analysis which were used by two doctoral students in their management research. The researchers used mixed methods approaches (quantitative and qualitative) to explore different areas of management.
Findings – The paper supports the view that triangulation of research methods strengthens the findings and inferences made for understanding social phenomena in more depth, compared to using a single method.
Research limitations/implications – The paper relies excessively on two doctoral research projects which utilise sequential mixed methods. Therefore, arguments made in the paper are specific because other doctoral projects that have used different methods from those employed in the two projects were not considered.
Practical implications – Early researchers, in particular students commencing doctorate studies, should apply mixed methods research because it develops skills in the two most dominant data collection methods used in management research. This paper is a practical guide on how this could be done effectively.
Originality/value – The paper is drawn from two unique doctoral research projects. The paper’s originality and value is in providing experiences and practical insights on how mixed methods research is undertaken.

The effects of major change : a case study of an Australian university

Organisational RestructuringLeading higher education organisational restructuring is not an easy task. It involves various degree of engagement, decision making and strategic alliances to make the change a success. Research has shown that organisational restructuring has impact on individuals of the organization and vice versa. Studies have shown that imposed change may create negative emotions such as fear of losing something important, anger and anxiety. On the contrary, planned change is accompanied by excitement and hope. Thus, the call for best practices in leading successful organizational change is greater than ever. Factors such as the fundamental characters and practices of higher education, as well as the presence of various human factors (academics and administrative) need to be taken into account. This paper presents the preliminary findings of a case study on organisational restructuring at a higher education institution in Australia. The restructuring in focus involves the amalgamation of two university faculties into one. This paper seeks to present the experiences and life accounts of faculty members with regards to leadership during the amalgamation process. Interviews were carried out with both the academic and administrative staff. Analysis of the interviews found a variation of views on leadership at different levels of the organisation, the emergence of leadership in times of crisis, the gap between the academics and administrative as well as the importance of organisational members to make the restructuring a success. The paper ends with useful suggestions for leaders and their role towards leading successful change in today’s complex higher education scenario.

Leadership themes in higher education restructuring

Leading higher education restructuring is challenging. It involves various degrees of engagement, decision making and strategic alliances to achieve success. Factors such as the fundamental characteristics and practices of higher education, and external factors need to be taken into account. This paper presents the preliminary findings of a case study on organizational restructuring at a higher education institution in Australia. The study focuses on leadership themes appearing during the restructuring. Data for the study were derived from interviews with parties involved - leaders, academic and administrative staff. Analysis of the interviews found three main leadership themes occurring throughout the change process. This study concludes that leadership is a critical factor in organizational change in universities.

The mediating effect of internal service quality on employee turnover – empirical evidence from Taiwanese nurses

Informed by social exchange theory (SET) this study examines the role of trust in strategic alliances. Interviews were conducted with 17 participants who were strategic alliance managers in their organization. The study finds that trust is important to strategic alliance managers, and without it alliance managers would find it difficult to keep their alliance going. Trust is built over time, and based on the past experiences that the alliance manager has with their partner. The study found that prior networks, timely and appropriate communication and information exchange, fairness preservation and inter-firm adaptation were important in developing trust in the strategic alliance.

Coproduction and Casula's Pacifica Program: Initial research findings

This research takes Casula Powerhouse Art Centre’s Pacifica program as a case study to investigate the ways in which museum and galleries are involved in coproduction with culturally diverse communities. Coproduction is defined here as:Museum and gallery practice conducted jointly with communities or other external partiesThe benefits of coproduction are that it leads to more effective and efficient public services (including arts and cultural services) while also building the skills and capacity of the community. However coproduction is not easy, particularly because it requires public service providers and communities to work in ‘equal and reciprocal’ relationships.As an organisation with strong and strategic alliances to its governing body (Liverpool City Council), Casula brings a strong capacity for coproduction. Internally it has support and commitment to coproduction from across the organisation. The staff at Casula bring exceptional relational skills. The organisation’s capacity to coproduce draws heavily on their skills as cultural brokers and experience in community cultural development practice. The communities Casula works with bring strong cultural knowledge and practice, along with a desire to maintain and preserve these community resources. Casula’s coproduction work also meets external political needs for public services to deliver increased public value as well as a greater diversity in the profile of arts audiences.The key challenge for Casula Powerhouse’s coproduction work is the extent to which it aims for joint delivery of public services through ‘equal and reciprocal’ relationships with the community, or uses coproduction as a tool for community engagement and audience development. Advocates of coproduction in the public sector argue for its value as a means of delivering more effective and efficient public services while at the same time building the skills and capacity of local communities. A critical element of coproduction according to these writers and scholars is the development and delivery of public services through ‘equal and reciprocal’ relationships between providers and users.The value of coproduction for Casula Powerhouse and the Pacifica program is its use as a means of community engagement and audience development. Coproduction is a feature of the components of Pacifica that enable the participation of the community and provide entry points for audiences to engage with contemporary art. Evidence of this approach to coproduction can be seen in the dual ‘stakeholder’ and ‘audience’ role that the community have within the Pacifica program. The community is therefore both a contributor to Pacifica and a beneficiary of this work. The benefits Casula Powerhouse receives from the community’s involvement in Pacifica are greater public value of its work and stronger engagement with communities and audiences.Although coproduction may not be the focus of all aspects of Pacifica, the involvement of Pacific Islander communities in the program results in exhibitions and public programs that are not typical contemporary art gallery offerings. Pacifica is further evidence of Casula Powerhouse’s innovative and entrepreneurial approach to gallery practice. The use of coproduction also ensures Pacifica offers an authentic and distinctive gallery experience.