Strategizing and the Initiation of Interorganizational Collaboration through Prospective Resourcing
基于对一家汽车公司的长期实地研究，揭示了管理者如何通过与多个潜在合作伙伴的递归互动来共同构建资源互补性，从而启动组织间合作，并颠覆了战略先于并决定合作的传统逻辑。
In this paper, we explain how managers establish resource complementarity during their strategizing efforts for interorganizational collaboration. Based on a longitudinal field study at an automotive company, we show that resource complementarity is not given but jointly constructed in interactions with multiple potential partners through recursive cycles of what we refer to as “prospective resourcing.” Prospective resourcing mediates the interplay of strategizing and collaboration, thereby reversing the prevailing logic that strategy precedes and determines collaboration. Our findings offer insight into resourcing as a mechanism for developing strategic initiatives and shows how external actors may influence strategizing.