Interorganizational trust in B2B relationships

Saunders, Carol; Wu, Yu; Li, Yuzhu; Weisfeld, Shawn

doi:10.1145/1052220.1052255

Cited by 20 publications

(12 citation statements)

References 24 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Trust on the inter-organizational level typically refers to many different terms such as credibility, openness, benevolence, integrity, predictability, competence, reliability, etc. (Seppänen et al 2007;Zaheer and Harris 2006;Saunders et al 2004).…”

Section: Relational Capitalmentioning

confidence: 99%

See 1 more Smart Citation

Inter-organizational success factors: a cause and effect model

Krathu

Pichler

Xiao

et al. 2014

Inf Syst E-Bus Manage

View full text Add to dashboard Cite

Inter-organizational systems form the basis for successful business collaboration in the Internet and B2B e-commerce era. To properly design and manage such systems one needs to understand the structure and dynamics of the relationships between organizations. The evaluation of such inter-organizational relationships (IORs) is normally conducted using ''success factors''. These are often referred to as constructs, such as trust and information sharing. In strategic management and performance analysis, different methods are employed for evaluating business performance and strategies, such as the Balanced Scorecard (BSC) method. The BSC utilizes success factors for measuring and monitoring IORs against business strategies. For these reasons, a thorough understanding of success factors, the relationships between them, as well as their relationship to business strategies is required. In other words, understanding success factors allows strategists deriving measurements for success factors as well as aligning these success factors with business strategies. This underpins nowadays close relationship between business strategy, IORs and their realization by means of inter-organizational systems. In this paper, we present (1) a systematic literature review studying success factors and their impact on IORs as well as (2) an analysis of the results found. The review is based on 177 publications, published between 2000 and 2012, dealing with factors influencing IORs. The work presented provides an overview on success factors, Electronic supplementary material The online version of this article (influencing relationships between success factors, as well as their influence on the success of IORs. The work is somehow ''meta-empirical'' as it only looks at published studies and not on own cases. Consequently, it is based on the assumption that studies in scientific literature represent the real-world. The constructs and relationships found in the review are grouped based on their scope and summarized in a cause and effect model. The grouping of constructs results in five groups including Relationship Orientation, Relational Norm, Relational Capital, Atmosphere, and Others. Since the cause and effect model represents a directed graph, different network analysis methods may be applied for analyzing the model. In particular, an in-and out-degree analysis is applied on the cause and effect model for detecting the most influencing as well as the most influenced success factors.

show abstract

Section: Relational Capitalmentioning

confidence: 99%

“…It can be seen as a construct against opportunism (Saunders et al 2004). Benevolence tries to measure the willingness to work or help business partners.…”

Section: Relational Capitalmentioning

confidence: 99%

Inter-organizational success factors: a cause and effect model

Krathu

Pichler

Xiao

et al. 2014

Inf Syst E-Bus Manage

View full text Add to dashboard Cite

show abstract

“…The definitions of indicators of goodwill trust are adapted from Saunders et al (2004). The indicators are identified as follows: non-opportunistic behavior (OB), affective attachment (AF), responsibility (RE), ethical behavior (EB), information sharing (IS), habituation (HA), and learning and information processing abilities (LIP).…”

Section: Goodwill Trustmentioning

confidence: 99%

“…Trust is a critical factor in commitment among supply chain partners, and lack of trust is a significant barrier to establishing collaborative partnerships; however, real gains can only be achieved when supply chain collaborative partners have mutual trust and work to make mutually beneficial business decisions and plans (Daugherty, et al, 2006). While numerous studies have examined trust in business to customer (B2C) relationships, trust in B2B relationships remains relatively neglected (Saunders, Wu, Li, & Weisfeld, 2004).…”

Section: Introductionmentioning

confidence: 99%

A Two Phases Reputation－Based Model for Selecting Trusted Partners

Chen

Lin

2009

CMR

View full text Add to dashboard Cite

Partner selection is a key issue in supply chain management, owing to its role as the critical starting point in supply chains. However, trust is crucial among supply chain participants, and lack of trust is a significant barrier to establishing collaborative partnership. This study presented a method for selecting trusted collaborative partners which comprised two phases: (1) discovery phase, during which a requestor (i.e. namely a trustor) discovered the partner candidates (i.e. namely trustees) that were willing and claimed to be capable of collaborating, and (2) selection phase, during which the trustor selected the most reputable trustees using referral and reputation systems. This study adopts referral networks to identify the objective and subjective testimonies of partner candidates from third parties (i.e. namely raters) who had previously collaborated with the trustees, and this information was then aggregated to yield a trust score. The trustee with highest score was selected as a collaborative partner. We hope the proposed model can effectively help enterprises select collaborative partners with good competence, goodwill and predictability.

show abstract

“…-Trust among partners plays a decisive role in the alliance [6][26] from group [39] to virtual organization perspective [7] [25]. In [9] Sauders et al conceptualizes it as Benevolence (acting in good will), Integrity (adherence to an accepted moral code), Competence (expectation of technically competent role Fig. 12.…”

Section: Collaboration Willingness Aspectmentioning

confidence: 99%

A 360° Vision for Virtual Organizations Characterization and Modelling: Two Intentional Level Aspects

Priego-Roche¹,

Rieu²,

Front³

2009

Software Services for E-Business and E-Society

View full text Add to dashboard Cite

Nowadays, organizations aiming to be successful in an increasingly competitive market tend to group together into virtual organizations. Designing the information system (IS) of such virtual organizations on the basis of the IS of those participating is a real challenge. The IS of a virtual organization plays an important role in the collaboration and cooperation of the participants organizations and in reaching the common goal. This article proposes criteria allowing virtual organizations to be identified and classified at an intentional level, as well as the information necessary for designing the organizations' IS. Instantiation of criteria for a specific virtual organization and its participants, will allow simple graphical models to be generated in a modelling tool. The models will be used as bases for the IS design at organizational and operational levels. The approach is illustrated by the example of the virtual organization UGRT (a regional stockbreeders union in Tabasco, Mexico).

show abstract

Interorganizational trust in B2B relationships

Cited by 20 publications

References 24 publications

Inter-organizational success factors: a cause and effect model

Inter-organizational success factors: a cause and effect model

A Two Phases Reputation－Based Model for Selecting Trusted Partners

A 360° Vision for Virtual Organizations Characterization and Modelling: Two Intentional Level Aspects

Contact Info

Product

Resources

About