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Appendix 4. Codebook
Code Definition Source
MR&D alliances Collective voluntary inter-organizational agreements that interactively engages its multiple partners in multilateral R&D activities
Estrada Vaquero, I. (2012). Collaboration and value creation in multi-partner R&D alliances: a longitudinal case-study on the Acuisost consortium.
Mechanisms
Culture System of shared assumptions and values, comprising industry-specific, occupational, or professional
knowledge that guide actions and create typical behaviour patterns among independent entities. Das, T.K., & Teng, B.S. (2002). Alliance constellations: a social exchange perspective. The Academy of Management Review. 27(3): 445-456. Social Sanctions Involve the mutual monitoring between the participants and the rapid dissemination of information about
the credibility of the participating companies.
Das, T.K., & Teng, B.S. (2002). Alliance constellations: a social exchange perspective.
The Academy of Management Review. 27(3): 445-456. General reciprocity Include a group-based exchange relationship in which members expect guid pro que exchanges within
the group but not necessarily with any specific member.
Das, T.K., & Teng, B.S. (2002). Alliance constellations: a social exchange perspective.
The Academy of Management Review. 27(3): 445-456. Lunch meeting Joint sessions where care pathways and cases are discussed and information is exchanged with people
from the operational level once every six weeks.
Vinken, V.T.Y. (2014). Multi-partner R&D alliances: How reciprocal learning is affected by generalized social exchanges – the GC de Monden case
Steering committee Responsible for the manner of collaboration, the content of the cooperation arrangements, and the coordination of the alliance at the management level once a month.
Vinken, V.T.Y. (2014). Multi-partner R&D alliances: How Reciprocal Learning is Affected by Generalized Social Exchanges – the GC de Monden case
Care pathways The path that the patient goes through when (s)he is diagnosed positive with a common syndrome and
with whom (s)he is dealing. Vinken, V.T.Y. (2014). Multi-partner R&D alliances: How Reciprocal Learning is Affected by Generalized Social Exchanges – the GC de Monden case
ICT-platform Value-enhancing IT platform has the follow elements, (1) centred on patients; (2) uses common data definitions; (3) encompasses all types of patient data; (4) medical record is accessible to all parties involved in care; (5) includes templates and expert systems for each medical condition; (6) system architecture makes it easy to extract information.
Porter, M.E., & Lee, T.H. (2013). The strategy that will fix Health Care. Harvard
Business Review. 91(10): 50-70
Difficulties
Trust building Difficult because, (1) complexity increases with each partner, which makes it harder to validate the trustworthiness; (2) uncertainty regarding intentions and behaviour is even greater when partners have the opportunity to be only takers in the exchange system; (3) members may be prone to reject the generalized norm of reciprocity because exchange partners may be potential competitors; and (4) the difference in firm characteristics, which may result in different intentions and behaviours among alliance members.
Thorgren, S., Wincent, J., & Eriksson, J. (2010). Too small or too large to trust your partners in multipartner alliances? The role of effort in initiating generalized exchanges. Scandinavian Journal of Management. 27: 99-102
Conflict resolution Can be resolved by governance mechanisms of (1) third-party enforcement of agreements such as legal contracts and (2) self-enforcing agreements, which involve safeguards whereby no third party intervenes
Dyer, J.H., & Singh, H. (1998): The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review. 23(4): 660-679.
Coordination Arises from the organizational complexity of dividing tasks amongst partners Chen, H., & Chen, T.J. (2003). Governance structures in strategic alliances: transaction cost versus resource-based perspective. Journal of World Business. 38: 1-14.
Staff rotation The in and outflow of staff in an organization. Vinken, V.T.Y. (2014). Multi-partner R&D alliances: How Reciprocal Learning is Affected by Generalized Social Exchanges – the GC de Monden case
Continuity financing Provides entitlement to payment of funds from third parties, which enable alliances to guarantee the
business operations for a specific period. Vinken, V.T.Y. (2014). Multi-partner R&D alliances: How Reciprocal Learning is Affected by Generalized Social Exchanges – the GC de Monden case Reciprocal learning The blending of knowledge and skills, co-learning, and joint discovery by firms to jointly develops new
knowledge, capabilities, or products
Lubatkin, M., Florin, J., & Lane, P. (2001). Learning together and apart: a model of reciprocal interfirm learning. Human relations. 54(10): 1353-1382
