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An Action Pattern Model of Inter‐firm Cooperation

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  • Steven S. Lui
  • Hang‐yue Ngo

Abstract

abstract An action pattern model was developed and applied to the examination of inter‐firm cooperative processes. The model considered cooperation as a continuous cycle of actions and reactions between cooperating partners. The building blocks of the model include cooperative equilibrium, disruptive events, action types and action patterns. Three action pattern variables were proposed to describe the interactions. It was hypothesized that action patterns are contingent on partner relationships and the transaction cost characteristics of a partnership. The hypotheses were tested on a sample of 263 partnerships in the construction industry in Hong Kong. The quantitative study was supplemented by four in‐depth case studies. The results show that: (1) trust was an important antecedent of action patterns; and (2) transaction cost variables moderate the relationships between partner relationships and action patterns. These findings suggest that future research should give more attention to the interaction of partners during cooperation.

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  • Steven S. Lui & Hang‐yue Ngo, 2005. "An Action Pattern Model of Inter‐firm Cooperation," Journal of Management Studies, Wiley Blackwell, vol. 42(6), pages 1123-1153, September.
    • Handle: RePEc:bla:jomstd:v:42:y:2005:i:6:p:1123-1153
    DOI: 10.1111/j.1467-6486.2005.00536.x
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    Cited by:

    1. Marc Fréchet, 2007. "Les difficultés relationnelles dans les partenariats d’innovation:une approche par le contrat psychologique," Revue Finance Contrôle Stratégie, revues.org, vol. 10(1), pages 125-148, March.
    2. Li, Jizhong & Jiang, Fuming & Shen, Jie, 2016. "Institutional distance and the quality of the headquarters–subsidiary relationship: The moderating role of the institutionalization of headquarters’ practices in subsidiaries," International Business Review, Elsevier, vol. 25(2), pages 589-603.
    3. Ebers, Mark & Maurer, Indre, 2014. "Connections count: How relational embeddedness and relational empowerment foster absorptive capacity," Research Policy, Elsevier, vol. 43(2), pages 318-332.
    4. Hsieh, Linda H.Y. & Rodrigues, Suzana B. & Child, John, 2010. "Risk perception and post-formation governance in international joint ventures in Taiwan: The perspective of the foreign partner," Journal of International Management, Elsevier, vol. 16(3), pages 288-303, September.
    5. Matthew McCarter & Anya Samek & Roman Sheremeta, 2014. "Divided Loyalists or Conditional Cooperators? Creating Consensus About Cooperation in Multiple Simultaneous Social Dilemmas," Artefactual Field Experiments 00441, The Field Experiments Website.
    6. Jorge Walter & Christoph Lechner & Franz W. Kellermanns, 2008. "Disentangling Alliance Management Processes: Decision Making, Politicality, and Alliance Performance," Journal of Management Studies, Wiley Blackwell, vol. 45(3), pages 530-560, May.
    7. Garry D. Bruton & Chung‐Ming Lau, 2008. "Asian Management Research: Status Today and Future Outlook," Journal of Management Studies, Wiley Blackwell, vol. 45(3), pages 636-659, May.
    8. Brito, Luiz Artur Ledur & Brito, Eliane Pereira Zamith & Hashiba, Luciana Harumi, 2014. "What type of cooperation with suppliers and customers leads to superior performance?," Journal of Business Research, Elsevier, vol. 67(5), pages 952-959.
    9. Wyka Sylwester, 2019. "The Possibility of Overcoming Barriers in International Cooperation in the Area of R&D from the Point of View of a Research Unit, Based on the Example of the Institute of Aviation," Marketing of Scientific and Research Organizations, Sciendo, vol. 31(1), pages 173-188, March.
    10. Håvard Ness, 2009. "Governance, Negotiations, and Alliance Dynamics: Explaining the Evolution of Relational Practice," Journal of Management Studies, Wiley Blackwell, vol. 46(3), pages 451-480, May.
    11. Lui, Steven S. & Ngo, Hang-yue & Hon, Alice H.Y., 2006. "Coercive strategy in interfirm cooperation: Mediating roles of interpersonal and interorganizational trust," Journal of Business Research, Elsevier, vol. 59(4), pages 466-474, April.
    12. Dorn, Stefanie & Schweiger, Bastian & Albers, Sascha, 2016. "Levels, phases and themes of coopetition: A systematic literature review and research agenda," European Management Journal, Elsevier, vol. 34(5), pages 484-500.
    13. Estrada, Isabel & Faems, Dries & Martin Cruz, Natalia & Perez Santana, Pilar, 2016. "The role of interpartner dissimilarities in Industry-University alliances: Insights from a comparative case study," Research Policy, Elsevier, vol. 45(10), pages 2008-2022.
    14. Delbufalo, Emanuela, 2021. "Asset specificity and relationship performance: A meta-analysis over three decades," Journal of Business Research, Elsevier, vol. 134(C), pages 105-121.
    15. Eduard Gabriel Ceptureanu & Sebastian Ion Ceptureanu & Violeta Radulescu & Stefan Alexandru Ionescu, 2018. "What Makes Coopetition Successful? An Inter-Organizational Side Analysis on Coopetition Critical Success Factors in Oil and Gas Distribution Networks," Energies, MDPI, vol. 11(12), pages 1-20, December.

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