Are ‘Green Brides’ More Attractive? An Empirical Examination of How Prospective Partners’ Environmental Reputation Affects the Trust-Based Mechanism in Alliance Formation

Norheim‐Hansen, Anne

doi:10.1007/s10551-014-2342-1

Cited by 38 publications

(24 citation statements)

References 73 publications

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“…If their experiences are positive, then they will be more inclined to trust others [187]; however, partners may also be engaging for the first time in some sustainability-oriented alliances and partnerships. In these cases, their perceived reputation may yield an initial bonding trust [188]. Trust can even enhance relationships and improve learning when there are cognitive differences between partners since it acts as a glue and helps actors empathize with their differences [184].…”

Section: Relational Dimension Of Social Capital: Trustmentioning

confidence: 99%

“…The review shows the learning from a partnership depends on the cognition and institutional backgrounds of collaborating parties. While the differences are more substantial in the context of cross-sector partnerships, even in the context of inter-firm alliances, partners have varying degrees of corporate environmentalism or corporate sustainability, which means varying value frames about sustainability [186,188]. It is plausible to expect that there would be an optimal distance between the partners whereby they are different enough to learn from each other and, at the same time, close enough to be able to understand each other's language and work together, which would act as a catalyst to inter-organizational learning [11,189].…”

Section: Cognitive Dimension Of Social Capital: Optimal Distancementioning

confidence: 99%

“…However, it is essential to highlight that most studies have analyzed different dimensions of social capital in isolation, with a few exceptions [126]. Some solely focused on trust as a relational dimension [122,156,188]; others on cognitive and institutional differences [12,189]; and yet others on structural dimensions and coordination patterns [179]. Future research needs to address the impact of social capital on inter-organizational sustainability learning, especially using longitudinal studies since social capital changes in different phases of a partnership.…”

Section: Catalystmentioning

confidence: 99%

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A Literature Review of Inter-Organizational Sustainability Learning

Dzhengiz

2020

Sustainability

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Sustainable development goals (SDGs) have become increasingly important for today’s firms as they build sustainability strategies that integrate SDGs into their core activities. Addressing these goals collaboratively, in line with SDG 17—partnerships for the goals, has gained momentum, hence the growing literature on sustainability-oriented partnerships. However, addressing SDGs through partnerships is not straightforward. For firms, contributing to SDGs through alliances and partnerships requires building environmental capabilities and embracing new value frames; in other words, going through the complex process of inter-organizational learning. This paper reviews the literature on sustainability-oriented partnerships with a focus on the inter-organizational learning process. As a result of the review, a model of inter-organizational sustainability learning is presented. This model captures the different levels and types of the inter-organizational learning process; partner and partnership characteristics that impact learning; the environmental conditions that set the conditions for learning to take place; the catalyst and inhibitors of learning; and finally outcomes of learning. This model expands and re-organizes the existing scholarly conversation about inter-organizational learning in the context of sustainability-oriented alliances and partnerships and offers a learning-based understanding of sustainability partnerships to practitioners. Based on the review, the paper proposes ideas for future research and contributes to the development of a future research agenda in the area of sustainability-oriented alliances and partnerships.

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Section: Relational Dimension Of Social Capital: Trustmentioning

confidence: 99%

Section: Cognitive Dimension Of Social Capital: Optimal Distancementioning

confidence: 99%

Section: Catalystmentioning

confidence: 99%

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A Literature Review of Inter-Organizational Sustainability Learning

Dzhengiz

2020

Sustainability

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“…Finally, even if the structure of trust antecedents were the same for both firms, studies have identified several antecedents that could reasonably be expected to have different values for the two firms. These include the firms' nationalities (e.g., Ertug et al, 2013), dependence on the other firm (Zhong et al, 2017), cultural sensitivity (Johnson et al, 1996), and reputation for environmental responsibility (Norheim-Hansen, 2015). In sum, the literature on the antecedents of interorganizational trust provides little reassurance regarding symmetry across the dyad.…”

Section: Indirect Evidence: Antecedents Of Trustmentioning

confidence: 99%

Unrequited: Asymmetry in interorganizational trust

Graebner

Lumineau

Kamal

2018

Strategic Organization

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Many studies of interorganizational relationships assume that trust between organizations is symmetric. In this essay, we explore the origins of this assumption and examine relevant quantitative and qualitative evidence from the literatures on strategy, marketing, supply chain management, and information systems. We conclude that no systematic evidence currently exists to support the assumption that interorganizational trust is typically symmetric. We explore how the possibility of asymmetry complicates interpretation of previous research on the effects of interorganizational trust. We encourage further research to identify conditions under which symmetry is likely, and offer a variety of strategies that scholars may use to deal with potential asymmetry.

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“…Therefore, in addition to analyzing its direct effect, we studied the moderating role of environmental hostility (ENVHOST hereafter) in the effect of CEOs' CSRO on international interfirm cooperation. Recent research suggests that CSRO can be a means of positive differentiation in a hostile environment [18] that could enhance the attractiveness of a partner in terms of cooperation [19]. Nonetheless, no existing research has addressed this matter either, so the question of whether ENVHOST moderates the impact of CEOs' CSRO on international interfirm cooperation remains unresolved.…”

Section: Introductionmentioning

confidence: 99%

Can CEOs’ Corporate Social Responsibility Orientation Improve Firms’ Cooperation in International Scenarios?

2019

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This paper intends to analyze the role of the chief executive officer’s (CEO) Corporate Social Responsibility Orientation (CSRO) on interfirm cooperation. Interfirm cooperation is central to gaining competitiveness, particularly in international scenarios where firms must deal with uncertain challenges. Nonetheless, the current understanding of its key determinants needs further development. We argue that whereas environmental hostility pushes firms to cooperate for self-interested purposes, CEOs’ CSRO pulls towards cooperation as an end in itself, even more so under hostile conditions where the need for good-willed committed partners is higher. In a sample of 124 internationalized Spanish firms, we found that CEOs’ CSRO alone increases firms’ international interfirm cooperation and that this impact is stronger under hostile international environments. Our findings thus highlight the importance of leading firms in a socially responsible direction to boost their interfirm cooperation levels in international scenarios.

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Are ‘Green Brides’ More Attractive? An Empirical Examination of How Prospective Partners’ Environmental Reputation Affects the Trust-Based Mechanism in Alliance Formation

Cited by 38 publications

References 73 publications

A Literature Review of Inter-Organizational Sustainability Learning

A Literature Review of Inter-Organizational Sustainability Learning

Unrequited: Asymmetry in interorganizational trust

Can CEOs’ Corporate Social Responsibility Orientation Improve Firms’ Cooperation in International Scenarios?

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