N
Niels Noorderhaven
Researcher at Tilburg University
Publications - 137
Citations - 8166
Niels Noorderhaven is an academic researcher from Tilburg University. The author has contributed to research in topics: Transaction cost & Uncertainty avoidance. The author has an hindex of 39, co-authored 135 publications receiving 7521 citations. Previous affiliations of Niels Noorderhaven include Libera Università Internazionale degli Studi Sociali Guido Carli & University of Melbourne.
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Effects of Trust and Governance on Relational Risk
TL;DR: In this paper, the effects of governance and trust on the risk perceived by agents of firms in alliances were tested. But trust has been treated as redundant or even misleading. And trust has not been considered in transaction cost economics.
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When Does Trust Matter to Alliance Performance
TL;DR: The authors examine how uncertainty moderates the trust-performance relationship in alliances, building on the distinction between behavioral uncertainty, which relates to anticipating and understanding paring, and trust performance, which is related to the ability to anticipate and understand paring.
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External Technology Sourcing Through Alliances or Acquisitions: An Analysis of the Application-Specific Integrated Circuits Industry
TL;DR: In this article, the authors focus on the trade-off between strategic alliances and acquisitions is influenced by previous direct and indirect ties between firms in an industry network of interfirm alliances and formulate hypotheses pertaining to the number of direct ties between two companies, their proximity in the overall alliance network, and their centrality in that network.
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Knowledge-sharing and social interaction within MNEs
TL;DR: In this article, social interaction between managers from different units of a multinational enterprise (MNE) has been shown to be an important factor stimulating intra-MNE knowledge-sharing.
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Transformational leadership and project success: The mediating role of team-building
TL;DR: In this paper, the mediating role of team-building is proposed as a possible explanation of the relationship between transformational leadership and project success. But, the results of the study indicate that teambuilding partially mediates the effect of transformational leaders on project success, which is not known about the mechanisms that explain this effect.