The Role of Trustworthiness in Reducing Transaction Costs and Improving Performance: Empirical Evidence from the United States, Japan, and Korea

By Jeffrey H. Dyer, W. Chu. 2003

1,632 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Safety Research

View Paper: https://www.semanticscholar.org/paper/62cdcc84a59d22af3f045679e9a79cef43fc28d1

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In Management Information Systems

In Management Science and Operations Research

In Safety Research

Citations in the corpus

Design of virtual plant environment for future generation green production systems (2007, neutral): “peded as information flow is obstructed [Dyer and Chu, 2003; Bendz and Lawson, 2001].”
National culture and corporate debt maturity (2012, background): “Given the role of trust in reducing transaction costs (e.g., Aggarwal and Goodell, 2009; Dyer and Chu, 2003), the exhibited negative relationship between PDI and debt maturity may result from the reduced level of trust caused by high social inequity in high power”
Friends, Acquaintances, or Strangers? Partner Selection in R&D Alliances (2008, background): “…can generate trust between partner firms (Gulati, 1995a), and trust can reduce transaction costs and uncertainties involved in information sharing 7 and transfer (Barney & Hansen, 1994; Beckman, Haunschild, & Phillips, 2004; Dyer & Chu, 2003; McEvily, Perrone, & Zaheer, 2003; Parkhe, 2003).”
Make, buy, or ally: A transaction cost theory meta-analysis (2006, background): “Another plausible explanation is the uniqueness of relational governance as a governance mechanism because it not only minimizes transaction costs but also creates value in the exchange relationship through superior information sharing (Dyer & Chu, 2003).”
The Roles of Competence Trust, Formal Contract, and Time Horizon in Interorganizational Learning (2009, background): “While trust in a party’s competence creates a collaborative social context conducive to information sharing and learning (Dyer and Chu 2003; Inkpen 2000; Muthusamy and White 2005), formal written contracts accomplish learning objectives by specifying the obligations and expected duties of partners…”
Information-sharing in public organizations: A literature review of interpersonal, intra-organizational and inter-organizational success factors (2011, neutral): “…involved (Akbulut et al., 2009; Canestraro, Pardo, Raup-Kounovsky, & Taratus, 2009; Chau et al., 2001; Dawes, 1996; Dirks & Ferrin, 2001; Dyer & Chu, 2003; Gil-Garcia, Pardo & Burke, 2010; Landsbergen & Wolken, 2001; Li & Lin, 2006; Luna-Reyes et al., 2007b;Mayer, Davis, & Schoorman,…”
Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries (2007, background): “…that trust between boundary-spanning individuals facilitates reliance on informal agreements and informal cooperation, supplementing and improving the efficiency of formal contracts (Currall & Judge, 1995; Dyer & Chu, 2003; Ring & Van de Ven, 1994; Saparito, Chen, & Sapienza, 2004; Uzzi, 1997).”
Alliance networks and firm performance: The impact of repeated partnerships (2007, background): “Others have indicated that networks with greater interorganizational tie redundancy—the result of repeated relationships—may develop more efficient alliance governance arrangements (Dyer and Chu, 2003; Gulati, 1995a, 1995b, 1999; Podolny, 1994).”
Measures for Dealing with Competence and Integrity Violations of Interorganizational Trust at the Corporate and Operating Levels of Organizational Hierarchy (2009, neutral): “Extant literature views interorganizational trust as a key factor contributing to alliance success (e.g. Aulakh et al., 1996; Dyer and Chu, 2003; Fryxell et al., 2002).”
Resource based theory in operations management research (2016, background): “In a similar vein, work on trust and knowledge transfer in supply chains has been extensive, highlighting the benefits of such relationships (Dyer and Nobeoka, 2000; Dyer and Chu, 2003) and suggesting trust also can have a “dark” side (Villena et al., 2011).”