Peter Smith Ring is Professor Emeritus at the College of Business Administration. He has been a faculty member at Loyola Marymount University since August of 1990, and was Professor of Strategic Management from1994 to 2016. Previously, he taught at the Carlson School of Management, University of Minnesota from 1984-1990. In addition, he has been a visiting professor, or research scholar, in Barcelona Spain at IESE; in Singapore at Nanyang Business School (where he was also a Fulbright Scholar in 2002), and at Singapore Management University; in Shanghai China at CEIBS (China Europe International Business School); with the Faculty of Economics at the University of Bologna, Italy; at SDA, University of Bocconi in Milan, Italy; at the University of Catania in Catania (Sicily), Italy; at Insead (The European Institute of Business Administration) in Fontainebleau, France; at ESSEC in Cergy-Pontoise, France; at HEC-Paris in Jouy-en-Josas, France; at the Université de Paris IX – Dauphine, Paris, France; and at the Smurfit School of Management, University College Dublin Ireland.
University of California, Irvine: Ph.D, Management 1986
Harvard University: MPA, Littauer Fellow and LEAA Fellow 1970
Northwestern University: Ford Foundation Police Legal Advisor Fellow 1968
Georgetown University: LLB, Law Center 1966
St. Anselm College: B.A., History and Government
Areas of Expertise (4)
Industry Expertise (8)
Francis Bidault, José R. de la Torre, Stelios H. Zanakis, and Peter Smith Ring
The authors examine how 712 executives from several countries, industries and backgrounds are willing to rely on trust (WTRT) when entering a collaborative venture where both partners are at risk. Presented with a specific partnership opportunity they were asked about the level of safeguards required to enter into an agreement. We test for the impact of contextual and demographic conditions and confirmed differences in WTRT between nationalities, but find that several contextual variables mediate this impact. Different nationalities treat three dimensions of trust (integrity, reliability, and benevolence) differently as they are shown to be time dependent. We conclude that context is as important as demography in determining an executive’s WTRT.
Inter-organizational relations and practices – formal and informal – seem to be everywhere; and the tasks of description, explanation and 'prescription' of inter-organizational arrangements and their attributes have become important scholarly challenges. Turning the spotlight on this profoundly engaging topic, this five-volume set brings together articles from internationally-renowned scholars, seeking to address the various questions that have arisen; the forms of analysis that have developed in the field; the accumulation of theoretical and empirical knowledge about IOR; the continuing debates; and to offer suggestions about the next generation of research.
The authors report on data from a revelatory qualitative case study of a failed attempt to form an international joint venture (IJV) agreement. We analyze issues related to distributive, procedural, interpersonal, and informational fairness and the roles of their occurrence in the course of the formation stage of an IJV. We find that perceptions of fairness types shape the partners' decision making logics (a property rights logic, a control rights logic, and a relational quality logic), which in turn influence the partners' evaluations of efficiency and equity of the proposed alliance and their decision on whether or not to form it. We develop propositions around this argument.
Provides a structured overview of Inter-Organizational Relations (IOR). IOR, the study of Strategic Alliances, Joint Ventures, Partnerships, Networks, and other forms of relationship between organizations, is a field of study that has burgeoned over the last four decades, but is fragmented, drawing contributions from a wide variety of disciplines, theoretical bases, and sectorial interests.
Alliances and similar cooperative efforts are receiving increased attention in the strategic management literature. These relationships differ in significant ways from those governed by markets or hierarchies, and pose very different issues for researchers and managers. In this paper we address alternative forms of governance in cases where multiple organizations repeatedly cooperate. We explore their characteristics and follow this with a discussion of criteria which we believe bear on the choice of governance: risk and reliance on trust. We offer propositions on relationships between these criteria and the choice of governance mechanisms. In the concluding section of the paper we explore the implications of our analysis for managers and scholars.