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008 | 071022s2007 xx ||||gr |0|| 0 eng d | ||
100 | 1 |
_aGULATI, Ranjay _94449 |
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245 | 1 | 0 |
_aDependence asymmetry and joint dependence in interorganizational relationships : _beffects of embeddedness on a manufacturer's performance in procurement relationships |
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_aIthaca : _bJohnson Graduate School of Management, _cMarch 2007 |
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520 | 3 | _aThis study of the procurement relationships of two major U.S. auto manufacturers examines the effects of two dimensions of organizational interdependence on the performance of those relationships for the manufacturer: dependence asymmetry, the difference in actors' dependencies on each other in a dyadic exchange relationship, and joint dependence, the sum of dependence between actors in the relationship. Rather than focusing solely on dependence advantage and the concomitant logic of power, we focus on joint dependence, which operates through a logic of embeddedness. We examine how the effect of joint dependence on performance is mediated by specific elements of embeddedness: joint action, trust, and the quality and scope of information exchange. Results show that joint dependence enhances the performance of procurement relationships for manufacturers and that this effect is partially mediated by the level of joint action and the quality of information exchange between the partners. Decomposing dependence asymmetry into the conditions of a manufacturer's and a supplier's dependence advantage, we also find that while the manufacturer's dependence advantage diminishes its performance, the supplier's dependence advantage has a null effect. We discuss the implications of these findings for studies of interorganizational interdependence | |
700 | 1 |
_aSYTCH, Maxim _932989 |
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773 | 0 | 8 |
_tAdministrative Science Quarterly _g52, 1, p. 32-69 _dIthaca : Johnson Graduate School of Management, March 2007 _xISSN 00018392 _w |
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_a20071022 _b1633^b _cTiago |
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_a20101019 _b1408^b _cDaiane |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c24868 _d24868 |
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041 | _aeng |