Research summary:A key strategic decision for many firms is the scope of their relationships with partners. Existing theories of relationship scope are limited in that they disregard the facts that: (a) most firms transact within networks of multiple partners, and (b) these partnerships often involve two-sided moral hazard. We develop a theory of partnership scope in interfirm networks that addresses these deficiencies. We show how, by broadening the scope of business it conducts with its partners, a firm can reduce externalities between them, and thereby sustain selfenforcing exchange relationships ("relational contracts") in /journal/smj them. We discuss how our model applies to franchising, supply chains, and platform-based ecosystems.
K E Y W O R D Sinterfirm cooperation, interfirm networks, interorganizational relationships, relational contracts, relationship scope