Trust and Adaptation in Relational Contracting

By Francis L. Jeffries, R. Reed. 2000

441 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ef3e87f56d66a12799cfb0329462b8e47e81a8ab

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In Management Information Systems

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Formation of Buyer–Supplier Relationships: Detailed Contract Drafting and Close Partner Selection (2005, background): “…as firms’ decreased motivation to innovate (Baiman and Rajan 2002), their decreased motivation to find optimal solutions to problems of adaptation (Jeffries and Reed 2000), and their tendency to lock themselves into one particular field of knowledge at the expense of external opportunities…”
Identifying the critical success factors for relationship management in PPP projects (2014, background): “However, although some related studies and papers have been documented on this research area (Jeffries and Reed, 2000; Grimsey and Lewis, 2004; Kumaraswamy et. al, 2002 and al, 2006), few, if any, have investigated the current perceptions and experiences of RM in PPP context, and identified…”
Trust at Different Organizational Levels (2008, background): “Information asymmetry may lead a firm’s representatives to resist adapting their work patterns to those of their counterparts (Jeffries and Reed 2000) or to free ride on the efforts of the other firm’s representatives (Wathne and Heide 2000).”
Building Trust in Economic Space (2006, background): “3 In essence, trust is a calculated outcome of relations that emerges when a threshold is reached beyond which trust becomes a rational choice (Lorenz, 1988; 1999; Gambetta, 1988; Nooteboom, 1999; Jeffries and Reed, 2000; Bohnet et al., 2001).”
Customer loyalty to service providers: examining the role of service quality, customer satisfaction and trust (2012, background): “…based on the positive expectations of the intentions or behaviour of the provider (Rousseau, Sitkin, Burt, & Camerer, 1998) and the extent to which there are positive expectations about the provider’s motives with respect to one’s self in situations entailling risk (Jeffries & Reed, 2000).”
The effects of trust and coercive power on supplier integration (2009, background): “Trust at the organizational level is regarded as a salient factor for success of inter-organizational relationships (Jeffries and Reed, 2000).”
From Competition to Collaboration in Public Service Delivery: A New Agenda for Research (2005, background): “Partners who trust each other too much ‘will be prone to proposing and accepting noncontentious deals that do not jeopardize their friendship’ (Jeffries and Reed 2000, p. 877).”
Playing the collaboration game right—balancing trust and contracting (2005, background): “Earlier research has identified both trust and contracts as critical success factors for asymmetric R&D partnerships (e.g. Bailey et al., 1998; Bruce et al., 1995; Doz, 1998; Duysters et al., 1999; Forrest and Martin, 1992; Jeffries and Reed, 2000; Littler and Leverick, 1995; Whipple and Frankel, 20”