The Coevolution of Trust, Control, and Learning in Joint Ventures
By Andrew C. Inkpen, Steven C. Currall. Organ. Sci., 2004
705 citations recorded by the source corpus.
Subfields: Accounting, Management Information Systems, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/9db9e8eeb2956f69e869f1d786676c0761018cfe
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- Kevin Zheng Zhou
- Jing Li
- James Alm
- Laura Poppo
- Stephan Muehlbacher
- Zhilin Yang
- Herman Aguinis
- Lorraine Eden
In Management Information Systems
- Kevin Zheng Zhou
- Zhilin Yang
- Bo Bernhard Nielsen
- T. R. Crook
- S. Lui
- Lorraine Eden
- Siegfried P. Gudergan
- Dave J. Ketchen
In Strategy and Management
- Kevin Zheng Zhou
- Bo Bernhard Nielsen
- Herman Aguinis
- Zhilin Yang
- Jing Li
- Siegfried P. Gudergan
- Mike W. Peng
- Laura Poppo
Citations in the corpus
- National Animosity and Cross-Border Alliances (2013, background): “Compared to looser alliances, equity alliances represent higher partner commitment (Inkpen & Currall, 2004) and lower relational risks, as a result of mutual forbearance (Tallman & Shenkar, 1994).”
- Relational ties or customized contracts? An examination of alternative governance choices in China (2008, background): “When parties choose to forgo acting in an opportunistic fashion, they forbear, and mutual forbearance is a defining feature of successful inter-organizational exchanges (Inkpen & Currall, 2004).”
- Can I Trust You to Trust Me? (2007, background): “Several researchers have recognized the possibility of such spirals in interpersonal and intergroup relationships (Golembiewski & McConkie, 1975; Inkpen & Currall, 2004; Sydow, 1998; Zand, 1972).”
- Combining Psychology and Economics in the Analysis of Compliance: From Enforcement to Cooperation (2012, background): “Further, just as power can undermine trust, trust can make measures directed at enforcing rule compliance unnecessary, thus making the exertion of power redundant (Costa, Roe, and Taillieu, 2001; Currall and Judge, 1995; Dekker, 2004; Gulati, 1995; Inkpen and Currall, 2004; Ireland and Webb, 2007).”
- At What Level (and in Whom) We Trust (2012, background): “For example, both prior experience and collaboration (shadow of the past; Abramov, 2010; Dekker & Van den Abbeele, 2010; Inkpen & Currall, 2004) with a partner and expected future relationship (shadow of the future; Inkpen & Tsang, 2005) have been found to promote trust in the partner organization.”