Jump to ContentJump to Main Navigation
Fragmenting WorkBlurring Organizational Boundaries and Disordering Hierarchies$
Users without a subscription are not able to see the full content.

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

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see www.oxfordscholarship.com/page/privacy-policy).date: 20 October 2018

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

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

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

Damian Grimshaw

Hugh Willmott

Jill Rubery

Oxford University Press

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

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .