Structuring cooperative relationships between organizations

Structuring cooperative relationships between organizations Alliances and similar cooperative efforts are receiving increased attention in the strategic management literature. These relationships differ in significant ways from those governed by markets or hierarchies, and pose very different issues for researchers and managers. In this paper we address alternative forms of governance in cases where multiple organizations repeatedly cooperate. We explore their characteristics and follow this with a discussion of criteria which we believe bear on the choice of governance: risk and reliance on trust. We offer propositions on relationships between these criteria and the choice of governance mechanisms. In the concluding section of the paper we explore the implications of our analysis for managers and scholars. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Structuring cooperative relationships between organizations

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Publisher
Wiley
Copyright
Copyright © 1992 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250130702
Publisher site
See Article on Publisher Site

Abstract

Alliances and similar cooperative efforts are receiving increased attention in the strategic management literature. These relationships differ in significant ways from those governed by markets or hierarchies, and pose very different issues for researchers and managers. In this paper we address alternative forms of governance in cases where multiple organizations repeatedly cooperate. We explore their characteristics and follow this with a discussion of criteria which we believe bear on the choice of governance: risk and reliance on trust. We offer propositions on relationships between these criteria and the choice of governance mechanisms. In the concluding section of the paper we explore the implications of our analysis for managers and scholars.

Journal

Strategic Management JournalWiley

Published: Oct 1, 1992

References

  • The nature of the firm
    Coase, Coase
  • On strategic networks
    Jarillo, Jarillo
  • Transaction cost analysis of strategy‐structure choice
    Jones, Jones; Hill, Hill
  • Mergers, acquisitions, and pruning of managerial deadwood
    Walsh, Walsh; Ellwood, Ellwood
  • Reputation and corporate strategy
    Weigelt, Weigelt; Camerer, Camerer
  • Comparative economic organization
    Williamson, Williamson

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