Distinguishing costs of cooperation and control in alliances

By Steven White, S. Lui. 2005

235 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fd9f533b86e3ca332e5285b79008bd17b8e67462

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In Management Information Systems

In Strategy and Management

Citations in the corpus

The influence of task- and location-specific complexity on the control and coordination costs in global outsourcing relationships (2013, unknown): “All rights reserved. http://dx.doi.org/10.1016/j.jom.2012.12.003 effectively (Das and Teng, 2000; Dibbern et al., 2008; Tanriverdi et al., 2007; White and Lui, 2005).”
Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense (2006, background): “In such cases, common or congruent understandings have to be developed to enable cooperation and joint value creation (Balogun and Johnson 2004; Weick 2001; White and Lui 2005).”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, unknown): “Collaboration captures the need for relationship integration “for partners to combine resources and integrate their activities in the course of undertaking a joint task” (White and Lui, 2005, p. 914).”
Formal control and social control in domestic and international buyer–supplier relationships (2010, methodology): “Following Lin et al. (2009), Madhok (2002), Peng et al. (2008, 2009), White and Lui (2005), and Zhou et al. (2003), we invoke social network theory and the institutional view to build a model to investigate the impact of the length of cooperation and institutionalization on the use of control…”
Untangling Safeguard and Production Coordination Effects in Long-Term Buyer-Supplier Relationships (2008, background): “The degree of complexity can vary substantially (White & Lui, 2005; 916), going from low (e.g., simple machine stamping, or minimal labor, as in the production of nuts and bolts) to very high (e.g., integration of many parts and processes, such as in the production of electronic products).”
Entrepreneurial orientation and strategic alliance success: The contingency role of relational factors (2017, background): “By responding to calls by White and Lui (2005) for more analyses of the distinction between the behavioral and affective dimensions of an alliance relationship, we further view cooperation as a two-dimensional construct.”
Explaining Variations in Client Extra Costs Between Software Projects Offshored to India (2008, background): “Closely related to the notion of coordination?as defined in this study?is the concept of cooperation, which has also been suggested to be different from control (White and Lui 2005).”