Paul W. L. Vlaar

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.

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.

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.

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).

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.