000			01682nam a22002177a 4500
999			_c52443 _d52443
003			OSt
005			20190819151444.0
008			190819b ||||| |||| 00| 0 eng d
100			_aVillena, Verónica H. _934224
245			_aRevisiting Interorganizational Trust: Is More Always Better or Could More Be Worse?
300			_a752-785 p.
520			_aThis study conducts an investigation of interorganizational trust and its positive and negative effects. We consider how positive and negative effects operate differently under two types of uncertainties—buyer dependence and market instability. Trust is studied in the buyer–supplier relationship (BSR) context from the buyer’s perspective. The analysis is conducted based on survey data and secondary archival data from a sample of 133 BSRs. Results show that trust follows an inverted-U shape with performance. There is a point at which the negative effects of trust offset its benefits, and beyond that point, performance declines. The results also suggest that the positive and negative effects of trust become more pronounced when buyers are highly dependent on suppliers or when environmental uncertainty surrounding buyers is low. Trust’s negative effects are more severe for those buyers that are highly dependent and operate in stable markets.
653			_aInterorganizational Trust,
653			_aPerformance,
653			_aDependence,
653			_aMarket Instability
700			_aChoi, Thomas Y. _934225
700			_aRevilla, Elena _934226
773	0		_029017 _974520 _aDEBORAH E. RUPP _dWEST LAFAYETTE SAGE PUBLICATION 2012 _o55510279 _tJOURNAL OF MANAGEMENT _x 0149-2063
942			_2ddc _cJA-ARTICLE