The competitive flow of a market is more than just important to be tapped and understood with full comprehension. It is either,
a) Slow Moving: a slow moving pattern of competition gives the entrant, when new, a whole lot of time to understand the ongoing dynamics and thus chalk out its stratagem accordingly, or
b) Fast Moving: Is a disadvantage from the perspective that, the market is always in visible disequilibrium and no possible ‘pre-calculative’ measure would be applicable as the set-up is ever evolving.
All the features mentioned above are brought to a relative whole under the hypothecation named Inter-organisational Relations. The activity of such a composition can be aptly understood from the given table with the types of IORs present in various industries.
Here one should look at the very relationship that an organisational theory would have with the types of IORs present.
Inter-organisational relations are the standing pillars of a firs learning process (Sabrautzki, 2010). It is thus important, on behalf of the organisation to build stronger IORs that would help the same, in the future in deciding on policies, strategies and measures to be taken to enhance the company’s profile. As seen from the two tables, the company undergoes through a lot of ‘exchanges’ when undertaking such IORs. Not only do the relations help it to increase its ‘tangible’ resources, it can also incorporate any non-tangible resources such to the company’s use. Nonetheless, alliances, consortia etc. are very separate ideas in theory and come to visible aid for different kinds of firms. From firm to firm, these requirements change. Here, the discussion would strictly pertain to small/medium sized organisations and the types of IORs it can enter into.