Grounding Trust in Inter-organizational Alliances: An Exploration of Trust Evolution

Tally Hatzakis; Rosalind Searle

doi:10.5771/0935-9915-2006-1-72

Contents
- Chapter Expand | CollapseAuthorsPage
- 1–4 Titelei/Inhaltsverzeichnis 1–4
- 5–8 Editorial 5–8
- 9–29 Governing Explorative R&D Alliances: Searching for Effective Strategies Dries Faems, Maddy Janssens, René Bouwen, Bart Van Looy Dries Faems, Maddy Janssens, René Bouwen, Bart Van Looy 9–29
- 30–49 Procurement and Governance Management – Development of a Conceptual Procurement Model Based on Different Types of Control Per Erik Eriksson Per Erik Eriksson 30–49
- 50–71 Strategic Alliances between SMEs and Large Firms: An Exploration of the Dynamic Process Senad Rothkegel, Ljiljana Erakovic, Debbie Shepherd Senad Rothkegel, Ljiljana Erakovic, Debbie Shepherd 50–71
- 72–89 Grounding Trust in Inter-organizational Alliances: An Exploration of Trust Evolution Tally Hatzakis, Rosalind Searle Tally Hatzakis, Rosalind Searle 72–89
- 90–94 New Books 90–94
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mrev management revue , page 72 - 89

Grounding Trust in Inter-organizational Alliances: An Exploration of Trust Evolution

Autoren

Tally Hatzakis Rosalind Searle

DOI
- doi.org/10.5771/0935-9915-2006-1-72
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

This paper explores the role of trust in coordinating teams operating at the interface between multiple functions and organisations in strategic alliances. To understand the issues faced by these teams, we study cognitive & relational factors between partners and focus on the process of trust evolution and risk management in the complex interface between strategic partners. This research examined two coordinating teams. We explore how coordinating teams construed risks in context; the differences of the symbolic role between formal and extra-role behaviours of partners in engendering trust; and the distinct processes through which trust was negotiated between partners. We identify the implications of trust on the management of alliances and the impact of uncertainty by exploring the role of coordinating teams in as risk mitigators, examine perceptions of trust as a coordinating mechanism, antecedent for reducing risks or just another mechanism of control, and looked at changes in partner behaviours when trust was breached. Data for this study were collected on a longitudinal basis in two case studies. The first examined a coordinating team tasked to translate an award winning innovative design into a viable museum, while the second examined a team tasked to manage the provision of outsourced insurance services offered by a financial institution. Goffman's (1972) categories of situational, relational and interpersonal risk were used as a means of framing risk and trust between stakeholder organisations and of exploring self-perceptions about their risk mitigating roles by members of the coordinating team.
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