scholarly journals Mutual and Exclusive: Dyadic Sources of Trust in Interorganizational Exchange

2017 ◽  
Vol 28 (1) ◽  
pp. 74-92 ◽  
Author(s):  
Bill McEvily ◽  
Akbar Zaheer ◽  
Darcy K. Fudge Kamal
Keyword(s):  
Interorganizational Exchange

scholarly journals Contracts, trust and information systems innovation

2010 ◽  
Vol 8 (2) ◽  
pp. 323-338
Author(s):  
Liliana Lopez Jimenez
Keyword(s):  
Secondary Data ◽  
Structuration Theory ◽  
Institutional Context ◽  
Coordination Mechanism ◽  
It Industry ◽  
Interorganizational Exchange ◽  
Institutional Dimension ◽  
Constituent Elements ◽  
Academic Implications

This paper discusses the use of contracts as the prevailing coordination mechanism in IS innovation processes in which an external provider is appointed. Drawing from a theoretical framework founded on systems theory, structuration theory and neo-institutionalism, this paper argues that IS innovations take place in a relatively weak institutional context, which accounts for the generalised preference for contracts over other coordination mechanisms (i.e. trust) as a means of governing interorganizational exchange. Based on secondary data, two constituent elements of the institutional context of IS innovations are analysed, namely the institutional aspects of the IT industry and the legal system. Our argument has both academic and practical implications. Academic implications emphasize the importance of acknowledging the institutional dimension of contracts and trust. Regarding practice, the need for a better understanding of the role of contracts is suggested.

Interorganizational Exchange Behavior in Marketing Channels: A Broadened Perspective

1983 ◽  
Vol 47 (4) ◽  
pp. 68-78 ◽  
Author(s):  
Gary L. Frazier
Keyword(s):  
Conceptual Framework ◽  
Marketing Channels ◽  
Research Issues ◽  
Interorganizational Exchange

The scope of research on interorganizational exchange behavior in the marketing channels literature has been very limited, in part because of an incomplete conceptual framework. What is urgently needed is a realistic conceptualization of the process of exchange behavior between organizations within marketing channels. As a first step, this article develops a framework of interorganizational exchange behavior designed to provide channel researchers with a broadened perspective of what research issues need to be addressed in promoting future progress and understanding in the marketing channels area.

Horizontal competition and interorganizational exchange partner selection: An analysis of Major League Baseball player trades

2018 ◽  
Vol 17 (3) ◽  
pp. 311-333 ◽  
Author(s):  
Jeff Barden ◽  
Alex Vestal
Keyword(s):  
Major League Baseball ◽  
Partner Selection ◽  
Competitive Interaction ◽  
Goal Conflict ◽  
Baseball Player ◽  
Exchange Relationship ◽  
Exchange Partner ◽  
Interorganizational Exchange ◽  
Horizontal Competition ◽  
Major League

This study examines the influence of horizontal competition on interorganizational exchange. Interorganizational competition is a multidimensional construct that can influence exchange in multiple, sometimes countervailing ways. With an analysis of Major League Baseball player trades, we examine the influences of three components of competition—goal conflict, rivalry, and competitive interaction—on interorganizational exchange partner selection. We find that goal conflict reduces the hazard rate of exchange between organizations, but competitive interaction increases it. Moreover, we find evidence that prior exchange moderates the competition–exchange relationship by reducing the perceived risks and information benefits of exchange with a competitor. We do not find evidence that interorganizational rivalry shapes subsequent exchange behavior.

Passive and Active Opportunism in Interorganizational Exchange

2013 ◽  
Vol 77 (6) ◽  
pp. 73-90 ◽  
Author(s):  
Steven H. Seggie ◽  
David A. Griffith ◽  
Sandy D. Jap
Keyword(s):  
Interorganizational Exchange

Interorganizational Coordination in the Airline Industry, 1925-1938: A Transaction Cost Approach

1988 ◽  
Vol 14 (4) ◽  
pp. 529-546 ◽  
Author(s):  
Gareth R. Jones ◽  
Michael W. Pustay
Keyword(s):  
Transaction Costs ◽  
Transaction Cost ◽  
Airline Industry ◽  
Third Party ◽  
Transaction Cost Theory ◽  
Interorganizational Coordination ◽  
Interorganizational Exchange ◽  
Over Time ◽  
Voluntary Cooperation

Transaction cost theory is used to examine the decision of horizontally linked firms to compete or cooperate in interorganizational exchange. It is argued that this decision depends on those dimensions of the environment that affect the level of transaction costs. Furthermore, it is argued that when transaction costs become too high for voluntary cooperation to occur in the market, firms seek hierarchical or third party solutions for managing interorganizational exchange. A qualitative analysis of the airline industry is presented as a case study that demonstrates empirically the effect of changes in transaction costs on the level of coordination over time.

Business Models – A New Perspective on Firms' Assets and Capabilities

2007 ◽  
Vol 8 (2) ◽  
pp. 115-125 ◽  
Author(s):  
Risto Rajala ◽  
Mika Westerlund
Keyword(s):  
Business Models ◽  
Core Competencies ◽  
Exploration And Exploitation ◽  
Resource Based View ◽  
Software Companies ◽  
Interorganizational Exchange ◽  
Significant Difference ◽  
Different Types ◽  
Resource Exploration ◽  
New Perspective

Network-intensive business behaviour and specialization in core competencies have increased the importance of utilizing resources beyond company boundaries. In recent years, resource exploration and exploitation have attracted increasing attention in the literature on interorganizational exchange and strategic networks. However, resources have not been sufficiently analysed in connection with types of business models. In this study, the authors focus on key assets and capabilities from the entrepreneur's business model perspective. Taking theories of interorganizational exchange and the resource-based view of the firm as the basis, key assets and capabilities are identified in four different types of business models in selected software companies. The key findings indicate that there is a significant difference in the emphasis on internally and externally obtained resources between different types of business models.

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