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When walking home alone late one night, you are
startled by a moving shadow that you glimpse out of the corner of your eye, the
division of the autonomic nervous system mobilizes your body’s defenses is the
sympathetic division. The sympathetic division is the function of your
unconscious actions and it tells your bodies to either fight or flight and is
always active. Later, when you see that the shadow is just the neighbor’s cat,
the division of the autonomic nervous system is acting the parasympathetic
division. The parasympathetic division lessens your physiological arousal
because you are in this state all the time and are calm and aren’t scared or
worried. Unlike sympathetic, where if you see something you may get freaked out
and go into panic mode. For parasympathetic, your body calms down and isn’t
worried. These autonomic divisions differ from the other main division,
somatic, because each system gives off different responses to the body. The
somatic nervous system controls the body’s movement, as it has to do with the
skeletal muscles.

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Ferguson, Paulin, Moslein, & Muller, 2005 were examined the effect of Relational governance on the performance of ?nancial partnerships to compare biotechnology manager assessments of their ?nancial and non-?nancial partnerships. They have conducted a structural interview to collect data and the respondents were chief executive, operations or ?nancial of?cers of 79 emerging biotechnology companies and 36 lead investors in Germany, Canada, and France. They found that Relational governance is positively associated with performance. Relational governance was measured by relational norms such as ?exibility, information sharing, solidarity and fairness, and performance was measured by overall effectiveness and partnership bene?ts. To assess the relationship between these variables, they have been followed three main steps, First, the influence of relational governance on partnership efficiency and bene?ts was examined. Second, for the ?nancial corporations, the perceptions of both biotech managers and lead investors were compared. Third, the biotech manager perceptions of their ?nancial and non-?nancial partnerships were analyzed. From the three assessments of partnerships, relational governance was a signi?cant and strong predictor of the overall effectiveness of the partnership. They have clearly proved the significance of social embeddedness in the economic activities of ?rms in clusters of emerging biotechnology companies. The higher the parties assess the degree of relational governance in biotechnology partnerships, the greater are the perceptions of the overall effectiveness and the derived bene?ts. Among four dimensions of Relational Governance, Communication (information sharing) was found as the most predictive variable on partnership performance according to Ferguson, Paulin, Moslein, & Muller (2005). Also, they noticed that the financial partnership of biotech managers is to be less relational compared to their non-financial partnerships.

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