Making Interorganizational Relationships Work: An Introduction

  • Tyrone S. Pitsis University of Technology, Sydney
  • Emmanuel Josserand Université Paris-Dauphine
  • Stewart Clegg University of Technology, Sydney
  • Martin Kornberger University of Technology, Sydney

Abstract

It has been said that success is a double edged sword. The success of the 2004 special issue of M@n@gement (vol. 7, n. 3), on interorganizational collaborations and alliances caused the journal website to crash due to the unexpected high number of paper downloads. Given that success, and upgrades to the journal server, we at the Innovative Collaborations, Alliances and Networks Research (ICAN) Centre at the University of Technology, Sydney and the M@n@gement journal decided to team up for another special issue on interorganizational alliances and networks. The response to the call for papers in July 2005 was immense with 51 papers submitted. Of the 51 papers submitted, 12 were rejected before the double-blind review stage, and of those that made it to the review stage 12 authors were asked to resubmit papers for review. In the end, the seven papers in this special issue made the long and arduous journey to publication

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Published
2019-12-09
How to Cite
Pitsis T. S., Josserand E., Clegg S., & Kornberger M. (2019). Making Interorganizational Relationships Work: An Introduction. M@n@gement, 8(4), 69-72. Retrieved from https://management-aims.com/index.php/mgmt/article/view/4105
Issue
Volume 8, Issue 4 (2005) - Special Issue: Interorganizational Alliances and Networks
Section
Original Research Articles

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