Author:
Tubin Dorit,Levin‐Rozalis Miri
Abstract
PurposeInterorganizational cooperation (IOC) is like harnessing a swan, a crab, and a pike to a single wagon and still expecting it to go. One issue that appears significant under such conditions is building trust and inscribing it into the structure of IOC. The purpose of this study is to explore the relationships between trust and IOC structure.Design/methodology/approachTrust‐structure relationships are studied by drawing upon a case study of complex and effective IOC in The Early Childhood Center in Israel.FindingsThe analysis reveals several structural factors that support the building and maintenance of trust: choice of contribution, involvement in decision making, committee configuration, IOC culture, the director's role, and the representatives' high‐ranking positions and professional background.Research limitations/implicationsThree conditions help to inscribe trust into IOC structure: Low risk and minor expectations from the IOC, a leader willing to share information throughout the IOC structure, and high positions and professional representatives.Originality/valueThe study contributes to IOC literature by highlighting the fact that trust between organizations cannot depend on the goodwill of particular people, but must have an organizational structure to enable and support it.
Subject
Management, Monitoring, Policy and Law,Political Science and International Relations,Public Administration,Geography, Planning and Development
Reference45 articles.
1. Adobor, A. (2006a), “The role of personal relationships in inter‐firm alliances: benefits, dysfunctions, and some suggestions”, Business Horizons, Vol. 49, pp. 473‐86.
2. Adobor, A. (2006b), “Optimal trust? Uncertainty as a determinant and limit to trust in inter‐firm alliances”, Leadership & Organization Development Journal, Vol. 27 No. 7, pp. 537‐53.
3. Alexander, E.R. (1998), “A structuration theory of interorganizational coordination: cases in environmental management”, The International Journal of Organizational Analysis, Vol. 6 No. 4, pp. 334‐54.
4. Argyris, A. and Schon, A.D. (1996), Organizational Learning II: Theory, Methods, and Practice, Addison‐Wesley, New York, NY.
5. Ashforth, B.E. and Mael, F. (1989), “Social identity theory and the organization”, Academy of Management Review, Vol. 14 No. 1, pp. 20‐39.
Cited by
15 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献