Interorganizational Relationships: The Effects of Organizational Efficacy on Member Firm Performance

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Relationships between the collective actors within interorganizational relationships are a growing area of research in management. Interorganizational networks continue to be a popular mechanism used by organizations to achieve greater performance. Organizations develop competencies to work with other organizations, but the confidence of these organizations to use these strengths for a competitive advantage has yet to be empirically examined. The purpose of this study is to examine organizational efficacy, how competencies may related to that efficacy, and the relationship of efficacy with performance. The goal of this study is to observe the relationship among trust, dependence, information quality, continuous quality ... continued below

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McDowell, William C. August 2006.

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  • McDowell, William C.

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Description

Relationships between the collective actors within interorganizational relationships are a growing area of research in management. Interorganizational networks continue to be a popular mechanism used by organizations to achieve greater performance. Organizations develop competencies to work with other organizations, but the confidence of these organizations to use these strengths for a competitive advantage has yet to be empirically examined. The purpose of this study is to examine organizational efficacy, how competencies may related to that efficacy, and the relationship of efficacy with performance. The goal of this study is to observe the relationship among trust, dependence, information quality, continuous quality improvement, and supplier flexibility with organizational efficacy. In addition, the relationship between organizational efficacy and performance is also observed. There are two primary research questions driving this study. First, what is the relationship between trust, dependence, information quality, continuous quality improvement, supplier flexibility and organizational efficacy? Second, what is the relationship between organizational efficacy and performance? The theories supporting the hypotheses generated from these questions include theories such as social cognitive theory, quality improvement, and path-goal theory. Data collected from the suppliers of a large university support the hypotheses. Regression analysis and structure coefficients were used to analyze the data. Results indicate that both research question one and research question two are supported. In addition, the theoretical model as a whole, which indicates a mediating relationship, was examined and discussed. This study contributes to both academic and practice by examining efficacy in an interorganizational setting. In addition, as organizations better understand the relationship between competencies and confidence, they will better know how to collectively work to achieve greater results with more attention being placed on monitoring the relationship in order to experience more desired outcomes. Limitations of the current study and opportunities for future research are also discussed.

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  • August 2006

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  • May 5, 2008, 2:52 p.m.

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McDowell, William C. Interorganizational Relationships: The Effects of Organizational Efficacy on Member Firm Performance, dissertation, August 2006; Denton, Texas. (digital.library.unt.edu/ark:/67531/metadc5313/: accessed May 30, 2017), University of North Texas Libraries, Digital Library, digital.library.unt.edu; .