The Context of Interorganizational Collaboration in the Garment Industry: An Institutional Perspective

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Abstract
This article presents a model of the context of interorganizational collaboration. The model is made up of driving and restraining forces from both the competitive and institutional sectors of the organizational field surrounding the collaborative effort. A case study of an alliance among garment manufacturers, state agencies, and educational institutions shows that different elements of the organizational field become more or less important as collaborations evolve, thereby changing the balance between the driving and restraining forces and shaping the course of the collaboration. The case is used to develop several propositions for future research that address the coevolution of collaborations and their environmental contexts. Theories of interorganizational collaboration should adopt a more dynamic orientation to take into account shifts in the balance between driving and restraining forces and their impact on both the initiation and the sustainability of a collaborative alliance.
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