Chairperson

picture of Dovev Lavie Dovev Lavie
... is a Full Professor at the Technion, a Sloan Industry Studies Fellow, and a recipient of the SMS Emergent Scholar Award, INFORMS TMS Best Dissertation Award, and the Academy of Management Newman Award ... More


Program Chair

picture of Kyle J. Mayer Kyle J. Mayer
... is an Associate Professor of Strategy in the Management and Organization Department in the Marshall School of Business at the University of Southern California. His research examines the boundaries of the firm and the management of inter-firm relationships, with ... More


Associate Program Chair

picture of Laura Poppo Laura Poppo
... is the Edmund P. Learned Professorship in Business at the University of Kansas. She received her PhD from the Wharton School, University of Pennsylvania and has been on the faculty of Washington University and Virginia... More



Reps at Large 2014

picture of Ha Hoang Ha Hoang
... is Professor in the Management Department at ESSEC Business School, located in Paris, France and Singapore (PhD University of California-Berkeley). Her research interests focus on strategic alliances ... More

picture of Ravi Madhavan Ravi Madhavan
... is a Professor of Business Administration and the Alcoa Foundation International Faculty Fellow at the Katz Graduate School of Business, University of Pittsburgh. He earned his Ph.D. in Strategic Management at the ... More



Reps at Large 2015

picture of Janet Bercovitz Janet Bercovitz
...is an Associate Professor of Strategy & Entrepreneurship in the College of Business at the University of Illinois at Urbana-Champaign. Her research program consists of two main research streams. The first... More

picture of Giovanni Battista Dagnino Giovanni Battista Dagnino
... is Professor in the Department of Economics and Business of the University of Catania, Italy, where he is he is Coordinator of the PhD Program in Economics and Management. In addition, he is faculty member... More

picture of Ulrich Wassmer Ulrich Wassmer
...is an Associate Professor of Strategy at EMLYON Business School in Ecully (France). Prior he was an Assistant and then Associate Professor of Strategy at Concordia University’s John Molson School of Business in... More

Cooperative Strategies

This new Interest Group focuses on issues related to cooperative strategies at the functional, business, corporate, group and network levels of analysis. We are interested in work that explores cooperative strategies within a sector of the economy (for example, among firms or among government agencies) and across sectors (for example, between firms and government agencies or between firms and non-profit organizations). Cooperative arrangements include inter-organizational alliances, joint ventures, federations, constellations, networks, vertical buyer-supplier relations, franchises, community service collaborations, public-private partnerships, corporate board interlocks, etc.) The purpose of this Interest Group is to help create useful knowledge on the antecedents and consequences of cooperative arrangements and effective cooperative strategies as well as on the processes that inhibit or facilitate the emergence, evolution and termination of cooperative strategies.

Research streams encompass a broad range of phenomena, including relational mechanisms such as trust, knowledge sharing and conflict resolution; social interaction involving power relations, legitimization, and intervention; organizational perspectives such as relational capabilities, organizational routines, and cooperative governance structures; organizational outcomes such as social capital, learning, innovation, and financial performance; dynamics and evaluation with respect to processes such as formulating cooperative strategies, negotiating and transacting cooperative arrangements, implementing and managing cooperative strategies, and change and renewal of cooperative strategies.

If you are interested in this newly instituted domain, regardless of your other interests, you are welcome to join us as we attempt to answer questions, ones that are illustrative rather than exhaustive, such as the following:

View Questions We Attempt to Answer

  • How do competitive, corporate, growth and innovation strategy decisions influence cooperative strategies?
  • Under what conditions does reliance on cooperative strategies rather than organic growth or mergers and acquisitions increase the likelihood of success?
  • What differences exist in the emergence, negotiation, management and termination of cooperative strategies involving dyads versus multi-party collaborations and networks?
  • How do actors leverage relational, structural, and organizational attributes of networks to shape organizational behavior and outcomes of cooperative arrangements?
  • What differences exist in the emergence, negotiation, management and termination of cooperative strategies involving organizations within one sector of an economy versus those involving organizations from differing sectors of an economy?
  • What environmental factors shape decisions to rely on cooperative strategies?
  • What environmental factors inhibit reliance on cooperative strategies?
  • What roles do resources and capabilities play in decisions to rely on cooperative strategies?
  • How do they contribute to the effective use of such strategies?
  • Does the existence of industrial districts, clusters, or other agglomerations make it easier for organizations to engage in cooperative strategies?
  • How should an organization with multiple manifestations of cooperative strategies organize their management?
  • When and why is managing them as a portfolio effective?
  • How should the portfolio be managed to ensure its coherence?
  • What is the role of central governance in managing a portfolio of cooperative strategies?
  • What is the role of social processes such as legitimation in the emergence and evolution of organizational manifestations of cooperative strategies?
  • How do firms establish the micro foundations of their cooperative governance arrangements (e.g., managerial incentives, cooperative routines, and functional capabilities)?
  • What unique factors drive the emergence and implications of international cooperative strategies and cross-border cooperative arrangements such as alliance networks?
  • How do cooperative strategies help develop industry standards, drive industry convergence, and shape the evolution of sectors of an economy?
  • How do firms govern equity and non-equity cooperative arrangements?
  • What is the role of the board of directors and other formal governance mechanisms or agreement provisions in managing cooperative strategies?


Strategic Management Society

SMS Home