Comments on: Management by the Numbers http://organizationsandmarkets.com/2006/11/30/management-by-the-numbers/ Economics of organizations, strategy, entrepreneurship, innovation, and more Sun, 27 Jul 2008 02:34:05 +0000 http://wordpress.org/?v=MU By: Peter Klein http://organizationsandmarkets.com/2006/11/30/management-by-the-numbers/#comment-7040 Peter Klein Thu, 30 Nov 2006 17:15:01 +0000 http://organizationsandmarkets.wordpress.com/2006/11/30/management-by-the-numbers/#comment-7040 Thanks Bo! Here's the piece by Bell et al.: http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-6486.2006.00653.x And here's Hennart's response: http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-6486.2006.00654.x Thanks Bo! Here’s the piece by Bell et al.:

http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-6486.2006.00653.x

And here’s Hennart’s response:

http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-6486.2006.00654.x

]]> By: Bo http://organizationsandmarkets.com/2006/11/30/management-by-the-numbers/#comment-7038 Bo Thu, 30 Nov 2006 17:09:47 +0000 http://organizationsandmarkets.wordpress.com/2006/11/30/management-by-the-numbers/#comment-7038 I think J-F Hennart would agree. In a recent commentary in Journal of Management Studies (2006) he comments on a very critical article about the nature of JV/alliance research. The original article (by Bell et al.) basically argues for a holistic, qualitative process-oriented approach and concludes that current research falls short of filling both the academic and the managerial gap. Bell, being the VP of Alliances for Philips is of course concerned with managerial application... anyways, in the comment, Hennart basically proposes to reduce complexity in our analyses and he states that "perhaps 80% of what happens in alliances can be predicted by from a careful analysis of their initial structure, and if the structure is defective, subsequent effort by managers to build trust or to improve communication are unlikely to make much difference". In Hennarts world, processes really do not mattert much - it all comes down to the initial structuring (governance) of the relationships - although he does adopt a somewhat broad definition of structure to encompass type, scope, contractual stipulations and even goals and aspirations.. I think J-F Hennart would agree. In a recent commentary in Journal of Management Studies (2006) he comments on a very critical article about the nature of JV/alliance research. The original article (by Bell et al.) basically argues for a holistic, qualitative process-oriented approach and concludes that current research falls short of filling both the academic and the managerial gap. Bell, being the VP of Alliances for Philips is of course concerned with managerial application…

anyways, in the comment, Hennart basically proposes to reduce complexity in our analyses and he states that “perhaps 80% of what happens in alliances can be predicted by from a careful analysis of their initial structure, and if the structure is defective, subsequent effort by managers to build trust or to improve communication are unlikely to make much difference”. In Hennarts world, processes really do not mattert much - it all comes down to the initial structuring (governance) of the relationships - although he does adopt a somewhat broad definition of structure to encompass type, scope, contractual stipulations and even goals and aspirations..

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