Effects of Trust and Governance on Relational Risk.

Nooteboom, Bart; Berger, Hans; Noorderhaven, Niels

doi:10.2307/256885

Cited by 844 publications

(216 citation statements)

References 56 publications

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“…As in any alliance, the risk of opportunistic behavior of a partner may hinder the sustainability of this alliance (Das & Teng, 1996;Belal-Chomkolyan et al, 2008;Parkhe, 1993). Opportunistic behavior reduces the confidence of partners and may increase the risk of conflict, as noted by Zaheer et al (1998) In short, these results converge with literature in respect of risks that could impede on a partnership relation: the risk of non-appropriation (Kale et al, 2000), the risk of absorption (Clarkson & Sadowski, 1999), the risk of conflict (Zaheer et al, 1998), the risk of misunderstanding (Doz, 1996), the risk associated with issues of contribution and retribution (Brockhoff, 1992), the risk associated with the problems of costs (Brockhoff, 1992), the risk of defection (Nooteboom et al, 1997), the risk of opportunistic behavior (Parkhe, 1993), the risk of absorption (Clarkson & Sadowski, 1999), the risk of divergent objectives (Clarkson & Sadowski, 1999), etc. Thus, the probability of failure or split is very high in a partnership.…”

Section: Discussionsupporting

confidence: 79%

“…The literature showed several risks that partners of a relationship may be exposed : the risk of non-appropriation (Kale et al, 2000), the risk of absorption (Hagedoorn & Sadowski, 1999), the risk of rigidity (Young-Ybarra & Wiersema, 1999), the risk of conflict (Zaheer et al, 1998), the risk of misunderstanding (Doz, 1996), the risk of problems contribution and retribution (Brockhoff, 1992), the risk of costs problems (Brockhoff, 1992), the risk of defection (Nooteboom et al, 1997), the risk of opportunistic behavior (Parkhe, 1993), the risk of dependence (Williamson, 1991), the risk of leakage of skills (Kale et al, 2000), the risk of conflicting objectives (Hagedoorn & Sadowski, 1999) and, finally, the risk of lack of transparency of one partner. In a project of information technology or information systems (IT/IS) where many stakeholders with different personal goals have to collaborate together, there may also be risks of organizational, technological, contractual, financial, entrepreneurial and managerial (Poba-Nzaou et al, 2008).…”

Section: Risks Involved In a Partnership Relationmentioning

confidence: 99%

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Risk Factors of the Partner Relationship between Open Source ERP Editors and IT Services Companies

Diop

Pascot

Mbibi

et al. 2013

IBR

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The open source ERP systems are beginning to take a significant market share of ERP in SMEs. They are
supported and developed by several actors: open source editors and communities. The purpose of this study is to
examine the risk factors in the relationship of open source ERP editors and their partners (i.e., the information
technology (IT) services companies). Three exploratory case studies on partnership relations between ERP editors
and IT services companies are carried out by relying on a qualitative method of collecting and analyzing data. The
results show the existence of several of risks in such a relationship: the risk of fork, the risk of opportunistic
behavior, the risk of conflict, the risk of absorption, the risk of non-appropriation, and finally the risk differences of
objectives. These results confirm the risk factors already found in the literature in strategic alliances. This research
is based on a qualitative approach, therefore reducing its generalization. In terms of managerial implications, this
research creates awareness among leaders of IT services companies, who wish to become a partner of ERP open
source editor, to the risks involved in such collaboration. Open source Software and particularly open source
ERP systems are a modern phenomenon. This paper examines the relationship between open source ERP editors
and their partners in terms of risk, whereas the literature on risk factors focuses only in the world of proprietary
software (or commercial)

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Section: Discussionsupporting

confidence: 79%

Section: Risks Involved In a Partnership Relationmentioning

confidence: 99%

Risk Factors of the Partner Relationship between Open Source ERP Editors and IT Services Companies

Diop

Pascot

Mbibi

et al. 2013

IBR

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“…There is a rich literature on the research of trust, including trust between individuals (Butler, 1991) [12], inter-organizational trust (Nooteboom et al, 1997) [13], and trust between individual and organization (Zaheer, McEvily & Perrone, 1998) [14]. In this paper, trust was referred to the mutual trust between MNC HQs and Chinese subsidiaries, that is, inter-organizational trust.…”

Section: Trustmentioning

confidence: 99%

Strategic Management Knowledge Transfer, Absorptive Capacity and the Attainment of Strategic Objective of MNCs’ Chinese Subsidiaries

Hu¹

2012

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Different types of knowledge such as R&D, marketing, and manufacturing knowledge have been focused in the past researches, while few scholars paid attention to strategic management knowledge. This paper focuses on the attainment of strategic objective of MNCs' Chinese subsidiaries, by analyzing the strategic management knowledge transfer from MNC headquarters to the Chinese subsidiaries. The influence of organizational culture, trust and absorptive capacity on the attainment of strategic objective was examined. 115 Chinese subsidiaries were surveyed in the empirical research, showing different results under the Chinese market background. This paper offers a new perspective for the further researches of knowledge transfer and the strategic management practices.

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“…S'appuyant sur les travaux de Macaulay (1963), certains indiquent que le contrôle formel détruit la confiance, au moins à partir d'un certain niveau de proximité relationnelle car il entraîne la suspicion (Dekker, 2004 ;Nooteboom et al, 1997). De même, Dumoulin et Gbaka (1997) indiquent que le contrôle se développe le long d'un continuum qui oppose contrôle total (par spécification des tâches) et confiance.…”

Section: Les Caractéristiques Du Contrôle Par La Confianceunclassified

“…Or, d'après , la confiance ne se transmet pas spontanément du niveau inter-individuel au niveau inter-organisationnel. Dès lors, un changement d'individus risque d'anéantir la confiance entre les entreprises (Nooteboom et al 1997), ce qui fragilise considérablement les fondements du contrôle par la confiance.…”

Section: ) « L'argument De L'encastrement Met L'accent Sur Le Rôle Dunclassified

La rupture du contrôle par la confiance dans les relations client-fournisseur

Beaujolin-Bellet¹,

Nogatchewsky²

2005

Comptabilité Contrôle Audit

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RésuméLe contrôle par la confiance dans les relations client-fournisseur est à la fois puissant … et fragile. A partir d'une étude de cas concernant des relations client-fournisseur dans la vallée de la Maurienne, nous étudions un processus de rupture du contrôle par la confiance, ses causes et ses conséquences pour les partenaires. Il en ressort que le contrôle par la confiance, lorsqu'il est affranchi des dispositifs formels, fragilise les relations car il n'apporte pas la preuve de leur performance. Mots clés : contrôle inter-organisationnel -relation client-fournisseur -confiance

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Effects of Trust and Governance on Relational Risk.

Cited by 844 publications

References 56 publications

Risk Factors of the Partner Relationship between Open Source ERP Editors and IT Services Companies

Risk Factors of the Partner Relationship between Open Source ERP Editors and IT Services Companies

Strategic Management Knowledge Transfer, Absorptive Capacity and the Attainment of Strategic Objective of MNCs’ Chinese Subsidiaries

La rupture du contrôle par la confiance dans les relations client-fournisseur

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