Author
Paul W. L. Vlaar
Other affiliations: VU University Amsterdam
Bio: Paul W. L. Vlaar is an academic researcher from Erasmus University Rotterdam. The author has contributed to research in topics: Relational view & Competitive advantage. The author has an hindex of 6, co-authored 16 publications receiving 800 citations. Previous affiliations of Paul W. L. Vlaar include VU University Amsterdam.
Papers
More filters
TL;DR: The authors argue that participants in interorganizational relationships use formalization as a means to make sense of their partners, the relationships in which they are engaged and the contexts in which these are embedded so as to diminish problems of understanding.
Abstract: Research into the management of interorganizational relationships has hitherto primarily focused on problems of coordination, control, and to a lesser extent, legitimacy. In this article, we assert that partners cooperating in such relationships are also confronted with ‘problems of understanding’. Such problems arise from differences between partners in terms of culture, experience, structure and industry, and from the uncertainty and ambiguity that participants in interorganizational relationships experience in early stages of collaboration. Building on Karl Weick’s theory of sensemaking, we advance that participants in interorganizational relationships use formalization as a means to make sense of their partners, the interorganizational relationships in which they are engaged and the contexts in which these are embedded so as to diminish problems of understanding. We offer a systematic overview of the mechanisms through which formalization facilitates sensemaking, including: (1) focusing participants’ ...
285 citations
TL;DR: In this paper, the authors discuss the evolution of trust, distrust, and formal coordination and control in interorganizational relationships and suggest that the degrees to which managers trust each other are correlated with the degree of distrust.
Abstract: In this article, the authors discuss the evolution of trust, distrust, and formal coordination and control in interorganizational relationships. They suggest that the degrees to which managers trus...
244 citations
Posted Content•
TL;DR: In this article, the authors discuss the evolution of trust, distrust, and formal coordination and control in interorganizational relationships and suggest that the degrees to which managers trust and distrust their partners during initial stages of cooperation leave strong imprints on the development of these relationships in later stages of collaboration.
Abstract: textIn this article, we discuss the evolution of trust, distrust, and formal coordination and control in
interorganizational relationships. We suggest that the degrees to which managers trust and
distrust their partners during initial stages of cooperation leave strong imprints on the
development of these relationships in later stages of collaboration. This derives from the impact
of trust and distrust on: (1) formal coordination and control; (2) interorganizational performance;
and (3) the interpretations that managers attribute to the behavior of their partners. Collectively,
our arguments give rise to a conceptual framework, which indicates that there is a high
propensity for interorganizational relationships to develop along vicious or virtuous cycles. By
integrating and reconciling previous work on the trust-control nexus, and by emphasizing the
dynamics associated with it, the article contributes to a more comprehensive and refined
understanding of the evolution of interorganizational cooperation.
238 citations
TL;DR: In this paper, a case study of low-cost initiatives in the European airline industry is presented, in which the endeavors of three incumbents (British Airways, KLM, and Lufthansa) with those of three new entrants (Ryanair, easyJet and Virgin Express).
28 citations
TL;DR: In this paper, a case study of three asymmetric new venture development (ANVD) alliances was conducted to examine the governance of transitions from exploration to exploitation, where role deficiencies, technological asymmetry, and the presence of a separate venture unit at established firms constitute important initial conditions influencing value realization in ANVD alliances.
Abstract: Based on a case study of three asymmetric new venture development (ANVD) alliances, we examine the governance of transitions from exploration to exploitation. We propose that role deficiencies, technological asymmetry, and the presence of a separate venture unit at established firms constitute important initial conditions influencing value realization in ANVD alliances. We further show that role-specific investments act as more appropriate mechanisms than contractual incentives to govern transitions from exploration to exploitation. Jointly, these findings provide new insights into the impact of structural and relational governance mechanisms on value creation in interfirm relationships.
18 citations
Cited by
More filters
4,201 citations
TL;DR: In this article, an investigation of singel factory seen in the light of Max Weber's theory of bureacracy is described, and a partial report, to be followed by another, is given.
Abstract: This is a study in industrial sociology; it a partial report, to be followed by another, of an investigation of singel factory seen in the light of Max Weber's theory of bureacracy.
1,656 citations
01 Jan 1999
TL;DR: In this paper, the authors analyzed trust and power as a means of co-ordinating trans-organizational relationships and argued that depending on the institutional environment, there are two distinct patterns of controlling relationships, where trust or power are interrelated in quite different ways.
Abstract: This paper analyzes trust and power as means of co-ordinating trans-organizational relationships. It is argued that, depending on the institutional environment, there are two distinct patterns of controlling relationships, where trust and power are interrelated in quite different ways. First, both mechanisms are generated at the inter-personal level and either trust or power dominates the relationship. Second, power occurs at the level of the structural framework of relationships and is highly conducive to developing trust between individual organizations. Thus, specific forms of trust and power are identified and the institutional environment is viewed as playing a crucial role in shaping the quality of trans-organizational relations. The theoretical background of the paper mainly draws on conceptual ideas of Systems Theory, Structuration Theory and New Institutionalism
615 citations
TL;DR: In this paper, the influence of managers' knowledge inflows on managers' exploration and exploitation activities is investigated based on a survey among managers of a leading electronics firm, and the findings indicate, as expected, that top-down knowledge infows of managers positively relate to the extent to which these managers conduct exploitation activities, while they do not relate to managers's exploration activities.
Abstract: This paper develops and tests hypotheses on the influence of managers' knowledge inflows on managers' exploration and exploitation activities. Based on a survey among managers of a leading electronics firm, the findings indicate, as expected, that top-down knowledge inflows of managers positively relate to the extent to which these managers conduct exploitation activities, while they do not relate to managers' exploration activities. Furthermore, as expected, bottom-up and horizontal knowledge inflows of managers positively relate to these managers' exploration activities, while they do not relate to managers' exploitation activities. We contribute to current literature on exploration and exploitation by focusing on the manager level of analysis, and by adding the importance of knowledge flow configurations to studies which investigate the impact of organizational factors on exploration and exploitation.
606 citations