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Safeguarding Investments in Asymmetric Interorganizational Relationships: Theory and Evidence

Mani R. Subramani and N. Venkatraman
The Academy of Management Journal
Vol. 46, No. 1 (Feb., 2003), pp. 46-62
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/30040675
Page Count: 17
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Safeguarding Investments in Asymmetric Interorganizational Relationships: Theory and Evidence
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Abstract

We model the governance strategies adopted by suppliers to safeguard relationship-specific investments in asymmetric interorganizational relationships using two dimensions: quasi integration and joint decision making. Data from a field study of 211 supplier-retailer relationships support the research model. Domain knowledge specificity arising from relationship-specific intellectual capital investments emerges as the most influential determinant of governance. The results provide preliminary but powerful evidence of the value of intangible assets in interorganizational relationships.

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