Determinants of Interorganizational Relationships: Integration and Future Directions

Christine Oliver is the author of the article titled Determinants of Interorganizational

Relationships: Integration and Future Directions, Published in Volume 15 of Academy of
Management review in 1990. The Article identified 6 IORs as trade associations, agency
federations, joint ventures, social service joint programs, corporate-financial interlocks, and
agency-sponsor linkages. The ecological and random choice models was adopted as the
underpinning theory for the article.

Objective

The objective of the article was to “integrate the existing IOR literature into a set of critical
contingencies of relationship formation and to suggest directions for future research that specify
the conditions under which each critical contingency will be likely to predict the formation
IORs”

Research Question

For what reasons and under what conditions do organizations establish linkages or exchanges
with one another?

The article six contingencies or determinants as the independent variables that compel
interorganizational relationships as

1. Necessity: According to Oliver (1990), organizations often establishes linkages or

exchanges with other organizations in order to meet necessary legal or regulatory
requirements.
2. Asymmetry: asymmetry refers to IORs prompted by the potential to exercise power or
control over another organization or its resources.
3. Reciprocity: Oliver (1990) opined that Interorganizationl relationship formation is based on
reciprocity. She noted, Motives of reciprocity emphasize cooperation, collaboration, and
coordination among organizations, rather than domination, power, and control.
4. Efficiency: Oliver Asserts an organization's attempt to improve its internal input/ output ratio, is
the cause for an interorganizational relationship but not the need to conform to the dictates of a
higher jurisdiction, the desire to exert power and control over extemal resources.
 5. Stability: The articled identified organizations’ adaptive response to environmental uncertainties
as a critical contingency of relationships.
6. Legitimacy: the article opines that enhancement of organizational legitimacy also has been cited
as a significant motive in the decision for organizations to interconnect.

According to Oliver (1990), each of these determinants is sufficient to trigger the formation of a
relationship. However, in reality, the decision to initiate relations with another organization is commonly
based on multiple contingencies. The article noted that respectively, enforceable laws or mandates,
external threats or constraints, interparticipant compatibility, relationship costs and benefits,
environmental uncertainty and risk, and institutional disapproval or indifference are the conditions under
which the independent variables are likely to predict the formation of IORs.

The article noticed gaps in the existing literature and suggested examining the convergence among
multiple contingencies, (b) proceed cumulatively on the basis of the existing literature, and (c) assess the
generalizability of their research results to a range of different IOR types and settings.