Horizontal competition and interorganizational exchange partner selection: An analysis of Major League Baseball player trades

This study examines the influence of horizontal competition on interorganizational exchange. Interorganizational competition is a multidimensional construct that can influence exchange in multiple, sometimes countervailing ways. With an analysis of Major League Baseball player trades, we examine the influences of three components of competition—goal conflict, rivalry, and competitive interaction—on interorganizational exchange partner selection. We find that goal conflict reduces the hazard rate of exchange between organizations, but competitive interaction increases it. Moreover, we find evidence that prior exchange moderates the competition–exchange relationship by reducing the perceived risks and information benefits of exchange with a competitor. We do not find evidence that interorganizational rivalry shapes subsequent exchange behavior.

Contracts, trust and information systems innovation

This paper discusses the use of contracts as the prevailing coordination mechanism in IS innovation processes in which an external provider is appointed. Drawing from a theoretical framework founded on systems theory, structuration theory and neo-institutionalism, this paper argues that IS innovations take place in a relatively weak institutional context, which accounts for the generalised preference for contracts over other coordination mechanisms (i.e. trust) as a means of governing interorganizational exchange. Based on secondary data, two constituent elements of the institutional context of IS innovations are analysed, namely the institutional aspects of the IT industry and the legal system. Our argument has both academic and practical implications. Academic implications emphasize the importance of acknowledging the institutional dimension of contracts and trust. Regarding practice, the need for a better understanding of the role of contracts is suggested.

Business Models – A New Perspective on Firms' Assets and Capabilities

Network-intensive business behaviour and specialization in core competencies have increased the importance of utilizing resources beyond company boundaries. In recent years, resource exploration and exploitation have attracted increasing attention in the literature on interorganizational exchange and strategic networks. However, resources have not been sufficiently analysed in connection with types of business models. In this study, the authors focus on key assets and capabilities from the entrepreneur's business model perspective. Taking theories of interorganizational exchange and the resource-based view of the firm as the basis, key assets and capabilities are identified in four different types of business models in selected software companies. The key findings indicate that there is a significant difference in the emphasis on internally and externally obtained resources between different types of business models.