Development of relationships in interorganizational networks: studies in the tourism and construction industries
A firm is a type of organizational arrangement often involved in interorganizational networks. Typically, interorganizational networks are the outcome of individuals in firms working together in cooperative groups. Through these individuals firms establish both formal and social relationships. The individuals develop lasting relationships because they share time, interests, goals, industrial, geographical or some other type of relatedness. Shared goals and interests of the relationship become an observable unit built upon various constructs. Interorganizational networks typically involve one or several different types of relationship constructs. This thesis elaborates on different relationship constructs and proposes different roles for each construct. All relationships are studied at a firm level since managers are considered key informants for the firm. The overall research question is: How do relationships in interorganizational networks develop? The main objective is to examine the development of these relationships in interorganizational networks. Deleted two sentences The approach is to synthesize 10 essays on relationships between five constructs – reciprocity, trust, cooperation, interorganizational commitment and loyalty. The results indicate that relationships are based upon a long term orientation. Secondly, relationships develop from certain processes before interaction is initiated. These processes involve the influence of cooperative motives to enter interorganizational networks and preferences upon which potential partners are selected. Furthermore, the initial processes involving motives and preferences expand to include the development of relationships based on friendships, interpersonal commitments, reciprocity and trust. The ultimate outcome of this process is stability and maturity, which means relationships are sustained by dependencies, their initial objectives and the desire to protect. Dependencies are reflected in interorganizational commitment, which means the firms' future intentions and promises strengthen the relationships. The objectives interorganizational networks are founded upon motivate network firms to develop relationships based on cooperative strategies so that shared goals and decisions can be effectively pursued. Finally, the firms typically protect their relationships by developing loyalties. All models represent unique examples of potential relationships and some models are particularly important because they were purified so that convergent, nomological and discriminant validity criteria could be met. The results are consistent with but extend previous research and are considered important for future business studies in general, but particularly within the tourism and construction industries. A practical implication of the research is thus that in evaluating new opportunities, firms should carefully examine the characteristics of potential partners as well as how the partnership might influence the content of their relationships. Another practical implication is that trust and reciprocity should be viewed differently in building successful network partnerships.
|Date of creation:||2007|
|Date of revision:|
|Contact details of provider:|| Postal: |
Web page: https://mpra.ub.uni-muenchen.de
More information through EDIRC
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Todeva, Emanuela, 2007. "Strategic Alliances," MPRA Paper 52845, University Library of Munich, Germany.
- Pesämaa, Ossi & Örtqvist, Daniel & Hair Jr, Josph F, 2007. "It’s all about Trust and Loyalty: Partner Selection Mechanisms in Tourism Networks," MPRA Paper 8428, University Library of Munich, Germany, revised 2007.
- Magnus Lundbäck & Christer Karlsson, 2005. "Inter-Firm Product Platform Development In The Automotive Industry," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 9(02), pages 155-181.
- Moller, Kristian & Rajala, Arto & Svahn, Senja, 2005. "Strategic business nets--their type and management," Journal of Business Research, Elsevier, vol. 58(9), pages 1274-1284, September.
- Eccles, Robert G., 1981. "The quasifirm in the construction industry," Journal of Economic Behavior & Organization, Elsevier, vol. 2(4), pages 335-357, December.
- Rosenfeld, Stuart A., 1996. "Does cooperation enhance competitiveness? Assessing the impacts of inter-firm collaboration," Research Policy, Elsevier, vol. 25(2), pages 247-263, March.
- Gounaris, Spiros P., 2005. "Trust and commitment influences on customer retention: insights from business-to-business services," Journal of Business Research, Elsevier, vol. 58(2), pages 126-140, February.
- Huybers, Twan & Bennett, Jeff, 2003. "Inter-firm cooperation at nature-based tourism destinations," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 32(5), pages 571-587, November.
- J Michael Geringer, 1991. "Strategic Determinants of Partner Selection Criteria in International Joint Ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 22(1), pages 41-62, March.
- Mavondo, Felix T. & Rodrigo, Elaine M., 2001. "The effect of relationship dimensions on interpersonal and interorganizational commitment in organizations conducting business between Australia and China," Journal of Business Research, Elsevier, vol. 52(2), pages 111-121, May.
- Johnston, Wesley J. & Peters, Linda D. & Gassenheimer, Jule, 2006. "Questions about network dynamics: Characteristics, structures, and interactions," Journal of Business Research, Elsevier, vol. 59(8), pages 945-954, August.
- Pesämaa, Ossi & Hair Jr, Joseph F, 2006. "More than friendship is required : an empirical test of cooperative firm strategies," MPRA Paper 8427, University Library of Munich, Germany, revised 2007.
- Seung Ho Park & Michael V. Russo, 1996. "When Competition Eclipses Cooperation: An Event History Analysis of Joint Venture Failure," Management Science, INFORMS, vol. 42(6), pages 875-890, June.
- J Michael Geringer & Louis Hebert, 1991. "Measuring Performance of International Joint Ventures," Journal of International Business Studies, Palgrave Macmillan, vol. 22(2), pages 249-263, June.
- Dacin, M. Tina & Hitt, Michael A. & Levitas, Edward, 1997. "Selecting partners for successful international alliances: Examination of U.S. and Korean firms," Journal of World Business, Elsevier, vol. 32(1), pages 3-16, April.
- Easley, Richard W. & Madden, Charles S. & Dunn, Mark G., 2000. "Conducting Marketing Science: The Role of Replication in the Research Process," Journal of Business Research, Elsevier, vol. 48(1), pages 83-92, April.
When requesting a correction, please mention this item's handle: RePEc:pra:mprapa:8478. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Ekkehart Schlicht)
If references are entirely missing, you can add them using this form.