Choice and performance of governance mechanisms: matching alliance governance to asset type

By Glenn Hoetker, Thomas Mellewigt. 2009

538 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/44741ce26408799d42dfa6822ce801171f075eee

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Citations in the corpus

When and with whom to cooperate? Investigating effects of cooperation stage and type on innovation capabilities and success (2017, background): “Conceptual foundation and hypotheses development When investigating innovation networks, prior research often relies on either a relational or transactional view (Cao and Lumineau, 2015; Hoetker and Mellewigt, 2009; Weber and Heidenreich, 2016).”
The Many Futures of Contracts (2014, background): “…for the substitution logic (e.g., Macaulay, 1963), more recent studies have indicated that contract structure and relational characteristics are complements (Brown, Dev, & Lee, 2000; Dyer & Chu, 2003; Hoetker & Mellewigt, 2009; Li, Poppo, & Zhou, 2010; Luo, 2002; Mellewigt, Madhok, & Weibel, 2007).”
Firms' R&D Cooperation Behavior in a Supply Chain (2014, background): “For example, Kuittinen et al. (2008), Hoetker and Mellewigt (2009), and Colombo (2003) analyze ﬁrm choice and performance from the perspectives of transaction cost, asset speciﬁcity, and competence, respectively.”
Competence- and Integrity-Based Trust in Interorganizational Relationships: Which Matters More? (2018, background): “…(1) a composite measure that captured the extent to which an IOR relied on eight governance mechanisms (e.g., reports and service-level agreements; Hoetker & Mellewigt, 2009), (2) survey responses about the amount of detail and specificity in contracts (Connelly et al., 2012), and (3)…”
Resources and Governance in "Base of the Pyramid"-Partnerships: Assessing Collaborations between Businesses and Non-Business Actors (2014, background): “Cannon, Achrol, and Gundlach (2000) point to the ideal of combining formal and informal governance mechanisms as “plural form governance” (see also, e.g., Poppo & Zenger, 2002; Hoetker & Mellewigt, 2009).”
Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “The potential for opportunism by one of the exchange partners poses transactional hazards to the other partners, especially those incurring substantial transaction-specific investments (Hoetker and Mellewigt, 2009).”
Diversity in Alliance Portfolios and Performance Outcomes: A Meta-Analysis (2017, result): “In terms of level of analysis at which performance is measured, several studies examined performance at the alliance level (e.g., Hoetker & Mellewigt, 2009; Lane, Salk, & Lyles, 2001), whereas other studies analyzed performance at the firm level (e.g., Gulati & Puranam, 2009; Lavie, 2007; Sampson,…”
The perils of endogeneity and instrumental variables in strategy research: : Understanding through simulations (2014, background): “During our review, Hoetker and Mellewigt (2009) stood out as providing one of the most comprehensive descriptions of the procedures used to implement instrumental variables.2 Nevertheless, the authors did not note that the F-tests regarding instrument strength revealed weak instruments (the…”
Exchange hazards, relational reliability, and contracts in China: The contingent role of legal enforceability (2010, background): “steering committees, project groups, or face to face meetings (Hoetker and Mellewigt, 2009), as”
Blockchain Governance—A New Way of Organizing Collaborations? (2020, background): “…focusing speci ﬁ cally on blockchains ’ role as governance mechanisms, both within and across organizations, we raise the novel question of how they will affect traditional forms of governance — most notably, contractual and relational governance (Poppo and Zenger 2002, Hoetker and Mellewigt 2009).”
Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure (2012, background): “A host of studies have analyzed a variety of formal coordination processes both within (e.g., Argote, 1982; March, Schultz and Zhou, 2000; Reynaud, 2005) and across organizational boundaries (e.g., Ariño and Reuer, 2004; Mayer and Salomon, 2006; Hoetker and Mellewigt, 2009).”