A Framework for Analyzing Interorganizational Relationships

Abstract

Earlier theories on interorganizational relationships have adopted either the social or psychological approach, resulting in incomplete analysis of the nature of and the parameters influencing the phenomenon. This study proposed and tested a framework that combines the two approaches. It analyzed four most common types of interagency relationships-cooperation, conflict, competition, and merger-among three agricultural institutions, and the organizational and personality factors determining their occurrence. Findings show that a limited number and degree of cooperative relationships existed, whereas competition and conflicts were more prevalent. Cooperation was facilitated by dynamic and democratic leadership, while competition and conflicts were attributed to change in leadership style and centralized administrative practices.