Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense

By Paul W. L. Vlaar, F. V. D. van den Bosch, Henk W. Volberda. 2006

313 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c2553df3f05399a18a612fbd8dcb0c36c7c3c328

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Dirk De Clercq
2. Dimo Dimov
3. F. V. D. van den Bosch
4. Henk W. Volberda
5. Paul W. L. Vlaar
6. Narongsak (Tek) Thongpapanl
7. S. Lui
8. Jeffery S. McMullen

In Sociology and Political Science

1. Dirk De Clercq
2. Dimo Dimov
3. Henk W. Volberda
4. Narongsak (Tek) Thongpapanl
5. S. Lui

In Strategy and Management

1. Dirk De Clercq
2. Dimo Dimov
3. Narongsak (Tek) Thongpapanl
4. S. Lui
5. Henk W. Volberda
6. F. V. D. van den Bosch
7. Paul W. L. Vlaar
8. F. Bosch

Citations in the corpus

• Towards a Dialectic Perspective on Formalization in Interorganizational Relationships: How Alliance Managers Capitalize on the Duality Inherent in Contracts, Rules and Procedures (2007, background): “This function refers to formalization’s role in facilitating sensemaking (Ring and Van de Ven 1989, 1994; Vlaar et al. 2006), and in generating stable and comprehensible expectations and collective structures from which participants in interorganizational relationships can construct their actions…”
• The Roles of Competence Trust, Formal Contract, and Time Horizon in Interorganizational Learning (2009, background): “Vlaar et al. (2006, 2007) suggest that formal contracting reduces biases, forces articulation, focuses attention, and thus serves as a means to make better sense of an interorganizational relationship.”
• Organizational Social Capital, Formalization, and Internal Knowledge Sharing in Entrepreneurial Orientation Formation (2013, background): “Limited formalization, thus, makes managerial behavior and decisions more opaque and contested, increasing the importance of organizational social capital for fuelling intensive internal knowledge sharing (Michaels et al., 1988; Vlaar et al., 2006).”