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Fragmenting WorkBlurring Organizational Boundaries and Disordering Hierarchies$
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Mick Marchington, Damien Grimshaw, Jill Rubery, and Hugh Wilmott

Print publication date: 2004

Print ISBN-13: 9780199262236

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199262236.001.0001

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Inter-Organizational Networks: Trust, Power, and the Employment Relationship

Inter-Organizational Networks: Trust, Power, and the Employment Relationship

Chapter:
(p.39) 2 Inter-Organizational Networks: Trust, Power, and the Employment Relationship
Source:
Fragmenting Work
Author(s):

Damian Grimshaw

Hugh Willmott

Jill Rubery

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199262236.003.0002

The new thinking on inter-organizational relationships does more than challenge conventional accounts of how economic activities are coordinated. It also claims that the deliberate formation of ‘networks’ of organizations can provide a more efficient and productive foundation for responding to the challenges of globalization, fast changing technologies, and more competitive product markets. This chapter begins with a critical review of how the network form is characterized in the literature. The second section questions whether evidence of alliances, partnerships, and outsourcing can be attributed to their capacity to improve organizational performance. It shows how consideration of the employment relationship is critical for understanding the development and operation of network forms. The third section argues that inter-organizational relations vary according to forms of collaboration and competition among public and private sector organizations, as evidenced by differences in relations of trust and power.

Keywords:   trust, power, employment relations, network form, inter-organizational relations

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