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Rolling‐crimping to control hairy vetch (Vicia villosa Roth) may make organic no‐till corn (Zea mays L.) possible. This study investigated how rolling‐crimping date and growth stage of the cover crop affected hairy vetch control and if a rolled‐crimped hairy vetch cover crop could supply weed control for no‐till corn. Hairy vetch was planted in late August and was rolled and crimped and planted to corn at four dates (“planting dates”) between late May and late June at three Pennsylvania locations. Hairy vetch biomass, measured at each planting date, varied from 2000 to 8000 kg ha−1 Hairy vetch control with the roller‐crimper varied through the flowering stage and was consistent after early pod set. The hairy vetch cover crop reduced weed density by at least 50%, with annual weeds being affected more than perennials. Total weed biomass was reduced 31, 93, and 94% in different site‐years compared with no‐cover plots. As corn planting dates were delayed, greater amounts of vetch mulch and lower weed density helped reduce weed biomass. Corn yields in the organic no‐till system with a hairy vetch cover crop ranged from 1.1 Mg ha−1 to 9.6 Mg ha−1 Low yields were attributed to incomplete control of hairy vetch, weed competition, reduced corn plant populations, increased insect pests, and possibly inadequate N supply. This study shows that it is possible to kill hairy vetch with a roller‐crimper and provide weed control for organic corn, resulting in reasonable corn yields, but that production risk increases.

This article develops a model to understand the influence of relationship bonding on trust and commitment between partners in international strategic alliances. Theoretical foundations are drawn from resource dependency and social exchange theories as frameworks for the analysis of interdependency. The model is tested in the context of U.S.-Mexican strategic alliances. The results of this study show that trust and commitment assist in building interdependency between both partners and perceived structural dependency is a prerequisite to maintain and develop social dynamics in the relationship. Trust is built mainly on economic and strategic cooperation for U.S. managers whereas Mexican managers perceive social and affective dimensions as its driving forces. Both U.S. and Mexican managers perceive commitment to the relationship as supported on high levels of trust. The authors discuss the implications of these results for the management of the relationship and building interdependency from a cultural perspective.