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001 7102216331310
003 OSt
005 20190211163232.0
008 071022s2007 xx ||||gr |0|| 0 eng d
100 1 _aGULATI, Ranjay
_94449
245 1 0 _aDependence asymmetry and joint dependence in interorganizational relationships :
_beffects of embeddedness on a manufacturer's performance in procurement relationships
260 _aIthaca :
_bJohnson Graduate School of Management,
_cMarch 2007
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
773 0 8 _tAdministrative Science Quarterly
_g52, 1, p. 32-69
_dIthaca : Johnson Graduate School of Management, March 2007
_xISSN 00018392
_w
942 _cS
998 _a20071022
_b1633^b
_cTiago
998 _a20101019
_b1408^b
_cDaiane
999 _aConvertido do Formato PHL
_bPHL2MARC21 1.1
_c24868
_d24868
041 _aeng