When Does Trust Matter to Alliance Performance?

Krishnan, Rekha; Martín, Xavier; Noorderhaven, Niels

doi:10.5465/amj.2006.22798171

Cited by 836 publications

(785 citation statements)

References 113 publications

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“…Informal safeguards function as lubricants that ease networking because they enhance the acceptance of uncertainty (Arrow, 1974), increase predictability and permit greater flexibility (Luhman, 1979). As such, this empirical finding is similar to what was found by other scholars (see for example Krishnan et al, 2006;Lui et al, 2006;Gulati and Singh, 1998). The two other interaction variables in this model were not statistically significant.…”

Section: Model 3: the Relationships Between Strategic Internal And Esupporting

confidence: 79%

Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa

Sawers¹,

Pretorius

Oerlemans

2008

Technovation

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This paper focuses on technological collaboration between small and large firms. It is argued that such collaborations can be beneficial for both types of partner, but that small firms often are confronted by the hazards of collaboration as these relationships are typically asymmetric. As a result of this, knowledge embodied in the dynamic (strategic, internal and external) capabilities of SMEs can flow unintentionally to the larger partner.If this occurs, the collaboration would be less successful from the SMEs' point of view.Next, it is proposed that the use of formal and informal safeguards can protect technology innovative SMEs against such knowledge flows. This paper examines to what extent is the number of dynamic capabilities of SMEs associated with partnership success and to what extent is this relationship influenced by the number of safeguards used by the SMEs? A sample of 43 technology innovative SMEs was interviewed by means of a structured questionnaire. Logistic regression analysis was conducted to determine the relationship between the number of dynamic capabilities on the one hand and partnership success on the other. Moreover, the impact of (in)formal safeguards on this relationship openUP was analyzed. The research found that SME's strategic and internal capabilities are negatively associated with partnership success, whereas external capabilities are positively related. The inclusion of safeguards turned out to produce the hypothesized effects. The paper shows, therefore, that unintentional knowledge flows from the SME to the larger partner can be prevented by putting in place formal and informal protection mechanisms.

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Section: Model 3: the Relationships Between Strategic Internal And Esupporting

confidence: 79%

Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa

Sawers¹,

Pretorius

Oerlemans

2008

Technovation

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“…As much of the data was collected from the same survey respondents, there may exist the potential for the occurrence of common method variance (Krishnan, Martin, & Noorderhaven, 2006). We took a number of steps to minimize common method bias.…”

Section: Common Methods Biasmentioning

confidence: 99%

Expatriates, subsidiary autonomy and the overseas subsidiary performance of MNEs from an emerging economy

Tong

Liu

Gao

et al. 2017

The International Journal of Human Resource Management

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“…During the collaboration, there is a dilemma of how to share information effectively and how to avoid potential risk of losing IP, as a result, selecting a trustworthy partner is highly important (Jap & Anderson, 2007). Other research also covered the formation and repair of trust, and impact of trust on alliance performance (Krishnan et al, 2006;Robson et al, 2008).…”

Section: Literature Review and Research Designmentioning

confidence: 99%

Building up Trust in Different Culture Contexts: Case Studies from the Animation Game Industry

Liu¹

2014

JCRS

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This paper aims to explore the stages and processes of building up inter-firm trust in different national culture contexts. This is because the manufacturing system has increasing extents increasingly toward internationally network and inter-firm collaboration. Trust and commitment become important in inter-firm relationship. The way of building up trust varies from companies to companies, since it is impacted greatly by cultures and values. To investigate the details of trust, case studies,which used in animation game industry-an emerging industry based on project management and collaboration, were chosen. The research addresses activities in three stages-trust formation, trust development, and trust continuation.Characteristics and functionality of four types of trust-"competence, reliability, goodwill and loyalty" are demonstrated from practice perspective through case studies, which is further linked with culture dimensionswith a framework model. The paper also raises some new research questions and themes for further research.

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When Does Trust Matter to Alliance Performance?

Cited by 836 publications

References 113 publications

Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa

Safeguarding SMEs dynamic capabilities in technology innovative SME-large company partnerships in South Africa

Expatriates, subsidiary autonomy and the overseas subsidiary performance of MNEs from an emerging economy

Building up Trust in Different Culture Contexts: Case Studies from the Animation Game Industry

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