Habitual Path Dependence of Interorganizational Relationships—A Response to Sydow

In “Path Dependence and the Roots of Interorganizational Relationship Challenges,” recently published by PPMG, we suggested the utility of path dependency theory in unpacking the developmental dynamics that may feed into contemporary problems of management and governance. Professor Jörg Sydow was moved to submit commentary on our article; we respond to his thoughtful comments in this essay.

Blockchain as a governance mechanism for tackling dark side effects in interorganizational relationships

Purpose This paper aims to investigate how the emerging blockchain technology can tackle dark side or dysfunctional effects at different stages of the interorganizational relationship life cycle. The rationale for this study stems from the somewhat paradoxical causes of dysfunctional effects. In particular, concepts such as trust and cooperation that typically result in positive relationship outcomes may also lead to negative effects under certain conditions. This contradiction creates a governance headache for organizations in their quest for initiating, developing, maintaining and enhancing efficient interorganizational relationships. Design/methodology/approach The study draws upon multiple organizational theories (agency, signaling, transaction cost, population ecology, institutional) and develops a conceptual understanding of how blockchain can serve as a safeguard for tackling dark side effects in interorganizational relationships. Primarily, the paper outlines a set of research propositions that provides a platform for developing an actionable managerial decision framework. In addition, the authors conduct an automated textual analysis of qualitative blockchain expert opinion using the ALCESTE software and uncover salient themes about blockchain governance. Findings The blockchain ledger distributes trust among participants and keeps dark side effects at bay. Hence, blockchain can transform conventional approaches for handling dark side effects into value creating activities. The results of an automated textual analysis on a corpus of expert opinions provides preliminary support for several aspects of blockchain governance. Furthermore, the study articulates a decision framework that managers can use for optimal relationship governance and identifies several areas for future research. Research limitations/implications This paper is conceptual in nature and draws upon multiple theoretical perspectives to outline a set of research propositions. Thus, lack of empirical testing is a current limitation. However, the findings from an automated textual analysis of expert opinions provide exploratory but encouraging support for the power of blockchain to tackle dark side effects. Practical implications Managers can deploy blockchain creatively while selecting interorganizational relationship partners. For example, provenance issues in organizations’ supply chains can be efficiently managed using blockchain. Likewise, organizations may also create efficient learning around blockchain to gain efficiencies in relationship management. Originality/value Conventional approaches for managing dark side effects in interorganizational relationships rely mainly on ex post governance strategies. By contrast, this paper supplements the extant approach by discussing ex ante strategies that can be deployed at different stages of the interorganizational relationship cycle, e.g. initiation, maintenance/development and termination to better address dark side effects.

The Initial Intentions for Social Leveraging of a Mega Sport Event Among Stakeholders of a Newly Formed Interorganizational Relationship

Although the concept of social leverage has been a key component of research on mega sport events, authors know little about how the initial partnership between stakeholders of the event allows for social leveraging prior to the event. Thus, the purpose of this study is to understand what intentions stakeholders of a newly formed interorganizational relationship for the 2019 Federation of International Basketball Associations World Cup have toward social leverage initiatives and whether they coordinate such efforts with other stakeholders. Data were collected through two rounds of interviews with high-ranking leaders in the stakeholder organizations. The authors found that social leverage is not part of the early planning for the event because (a) different stakeholders/organizations have little knowledge of social leverage, (b) the media amplifies current values and beliefs of the interorganizational relationship stakeholders, and (c) the Chinese culture has an implicit/explicit influence on the interorganizational relationship. The study contributes to our understanding of challenges surrounding social leveraging.

A Multiple Case Study of the Interagency Relationship Between School Administrators and Law Enforcement Personnel in the Creation, Implementation, and Sustaining of School Emergency Management Plans

The purpose of this qualitative multiple case study was to examine how the interorganizational relationship between school administrators and law enforcement personnel with diverse cultures, missions, and objectives collaborates to create, implement, and sustain emergency management readiness. The theoretical concept that guided this study involved interorganizational theories as they relate to two or more organizations working together toward a common goal. This study used purposeful sampling of 12 participants from three school districts from the states of Alabama, New Mexico, and Illinois. Interviews, documents, and artifacts, such as school safety plans, school safety drills, safety audits, and Safe School rubrics, were analyzed as part of the data collection process. Results indicated that the creation of emergency management plans is primarily the work of district administrators. The implementation process included district administrators and building principals with minimal input of law enforcement personnel. However, the process of sustaining school emergency plans is a joint effort between school and law enforcement personnel. Analysis of data affirmed the importance of having an effective interorganizational relationship between school and law enforcement personnel in the context of school safety to create an effective emergency management plan in the school.

Speed dating or marriage? Brazilian business fairs according to a sample of metal/mechanic companies

PurposeThis paper aims to focus on Brazilian business fairs primarily attended by metalworking companies.Design/methodology/approachUsing a qualitative and exploratory approach, data were collected through semi-structured interviews answered by exhibitor companies from two of the most relevant Brazilian states in this industrial sector: Santa Catarina and Rio Grande do Sul.FindingsThe results recognize the four pillars of the interorganizational relationship developed among exhibitors at business fairs and launch serious implications for the effective development of business fairs as spaces of interorganizational relationship and of value creation.Originality/valueThis is the first study discussing the trade fairs of the Brazilian emerging industry related to the metal-mechanic sector of two of the most significant states in the country: Rio Grande do Sul and Santa Catarina.

From Trust Convergence to Trust Divergence: Trust Development in Conflictual Interorganizational Relationships

Whereas extant research on trust in interorganizational relationships tends to focus on trust convergence – i.e. members of one focal firm developing similar trust perceptions toward a partner firm – we shift focus to trust divergence – i.e. members of one focal firm developing different trust perceptions toward a partner firm. To explore trust divergence, we conduct an inductive, longitudinal study of one interorganizational relationship characterized by mutual transgressions. We identify shifts in attentional perspectives and referent categorizations as two novel mechanisms for theorizing trust development in interorganizational relationships. In particular, we develop a process model illuminating how these two mechanisms can contribute to trust development patterns in interorganizational relationships that are more discontinuous than existing models would predict. Moreover, we highlight the constructive implications of trust divergence for interorganizational collaboration in the presence of transgression and conflict.