Dominant organizational logic as an impediment to collaboration

Abstract

Purpose

This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.

Design/methodology/approach

An empirical validation of an approach based on the theory of conventions was carried out through an analysis of strategic alliances initiated by Apple involving the licensing of the Macintosh operating system.

Findings

The analysis reveals the presence of modes of justification issuing from the world of inspiration, which seems to oppose the merchant and industrial worlds, which are most conducive to successful strategic alliances.

Originality/value

The analysis of dominant logics within Apple Computer demonstrate that the inspirational logic is opposed to all forms of strategic alliances.

Citation

Boivin, C. and Roch, J. (2006), "Dominant organizational logic as an impediment to collaboration", Management Decision, Vol. 44 No. 3, pp. 409-422. https://doi.org/10.1108/00251740610656287