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This paper analyses the influences of informal institutions on interorganizational trust. Based on a case study, it identifies five impact paths of informal institutions operating between government and social organizations in China: internal referencing, direct entrustment, office visits, favor provision, and key figure decision-making. Most of these function to maintain relationships and facilitate affection. Trust in these informal institutions is particularistic, exclusive, limited in transferability, discrete, and information based. Accordingly, this paper shows that while informal institutions can foster simple cooperation between a particular government and social organization, they can also strengthen the power imbalance between these two subjects and undermine basic public values. [ABSTRACT FROM AUTHOR]

In this paper, regime complexes are conceptualized as dynamic networks constituted by relations between international organizations (IOs). We introduce "IO positioning" as a conceptual lens for studying patterns and shifts in IO networks resulting from negotiations between IOs over their distinctiveness and social membership in complex organizational fields. We suggest that IO positioning has two constitutive effects. First, on the level of individual IOs, positioning affects IO identities within the field as these are (re)negotiated in relations with other organizations. Secondly, the positioning practices of IOs have constitutive effects on the contours of entire policy fields too; they form and shift the boundaries of regime complexes. Empirically, the paper examines the utility of our approach by analyzing the history, dynamics, and positioning effects of interorganizational relations between eight IOs in global health governance—an area of international cooperation that is commonly portrayed as exceptionally fragmented, complex, and densely populated. Examining relations between our eight IOs, we provide network analytical longitudinal data of in- and out-reporting by IOs derived from IOs' annual reports between 1970 and 2017. We triangulate our network analysis with data derived from semi-structured interviews with health IO professionals. [ABSTRACT FROM AUTHOR]

We propose a theoretical framework and develop a game-theoretical analysis to advance understanding of the cooperation dilemma in team production. We conceptualize team production as a process where productive and appropriative activities coexist, shifting the focus from whether team members cooperate to what type of cooperative behavior they are willing to adopt. Depending on the extent to which members cooperate to create value and compete to appropriate value, we can observe scenarios of full, partial, and no cooperation. After characterizing member behavior in the different scenarios, we study which form of cooperation can be sustained through repeated interaction, mutual monitoring, and reciprocity. To do so, we allow for different deviations from cooperation, which are then accompanied by different reactions according to an equivalent retaliation strategy. Our focus is on how member behavior and incentives to cooperate relate to team size. We also introduce conceptual elements that describe team production in organizational teams as well as interorganizational relationships. [ABSTRACT FROM AUTHOR]

Research Summary: Research suggests firms can reduce stakeholder contention (e.g., lawsuits, protests) by collaborating with threatening stakeholders. We propose that by tapping into stakeholder networks and identities, collaborations also produce ripple effects beyond the firm's partner to attenuate contention from a broader set of stakeholders. Using variation in firms' and stakeholders' willingness to collaborate exogenous to contention to account for selection, our examination of contentious and collaborative interactions between 136 environmental movement organizations and 600 US firms corroborates our arguments. Firms face less contention when they collaborate with a better‐connected stakeholder motivated to share affirming information about the firm, or with a more contentious and authentic stakeholder. Our findings generalize to stakeholder criticism beyond movement organizations, suggesting collaborations are powerful tools for fashioning less contentious environments. Managerial Summary: Companies can reduce conflict from hostile stakeholders like social activists by collaborating with their friends. We find social movement organizations mount fewer protests, boycotts, lawsuits, and other conflict against a company that collaborates with an organization that is either well connected in the movement or known for mobilizing movement's grassroots. This suggests that cross‐sector collaborations quell conflict through passing affirming information about a company through interorganizational networks or through the broadcast of an affirming signal to the broader stakeholder environment. We find that criticism from a wide range of stakeholders (e.g., media) also abates, suggesting that collaborations are powerful tools for fashioning less contentious environments. [ABSTRACT FROM AUTHOR]

Aim: The article aims to answer the following questions regarding the challenges of the modern world, support for inter-organizational relationships, and the use of initiatives in the field of science and business conducive to increasing competitiveness. It attempts to determine how to develop and manage contemporary initiatives regarding cooperation between the worlds of science, culture, art and business while maintaining the principles of ethics and culture, and how to help build support for business, science and culture. The aim of the article is also to demonstrate how the region’s managers can prevent the escalation of war-related issues and what actions to take to prevent local societies from generating problems. Finally, the article tries to indicate how to build lasting inter-organizational relationships, how science, culture and art can contribute to solving local problems, and how informal clusters can support regional management through inter-organizational cooperation. Design/methodology/approach: The article uses the methods of literature research and a case study in the Świętokrzyskie region. Findings: The article presents an example of an inter-organizational cooperation initiative promoting the worlds of business, science, culture, art and local governments in the Świętokrzyskie region in the study of selected cases. The issue of building competitive advantages of the region through the development of inter-organizational relationships between the worlds of science, business, culture and art is also addressed. Practical implications: Region managers can implement inter-organizational cooperation, which brings the most benefits, by including cooperation with scientific, cultural, art, sports and business institutions. The article characterizes initiatives of inter-organizational cooperation between business, science, culture and art. Inter-organizational cooperation initiatives can be used as sources of new competitive advantages for the region and building effective management strategies. Modern management of the region’s competitiveness is the development of a mentality based on the principles of learning to use the regionally demonstrated freedom and ethics of business behaviour that implements inter-organizational cooperation, which is characterized in the case study. The inter-organizational cooperation initiatives analysed in this article in the Świętokrzyskie region have a synergistic effect and benefits in a number of other regions of Poland; therefore, they are an effective tool for managing the region in the aspect of building inter-organizational relationships. Social implications: Effective management of the region involves creating a society that is willing to undertake conflict-free changes, implements innovations, is open to discussion and dialogue, and introduces conflict-free change implementation. Recent years have shown that high intellectual capital and the implementation of new technologies and innovations can become a competitive advantage, provided that society is a conscious, sensitive and ethical recipient of the proposed competitive strategies of enterprises. The analysis of the problems of the war between Ukraine and Russia demonstrates that the managers of the region should make every effort in order to encourage the society to develop an attitude of sensitivity to harm, entrepreneurship based on the principles of ethical competition, the use of democratic freedom in a reasonable manner, as well as the use of property for purposes related to the development of emotional sensitivity to manifestations of intolerance and replacing conflicts with cooperation. In the long run, the effects of such management will benefit every participant of the market, because everyone is a resident of a region and has similar needs (security, development, improvement), and inter-organizational cooperation can achieve this through a region management strategy. Originality/value: The article characterizes modern regional management, which, owing to inter-organizational cooperation between business, science, culture, art and local government, will support the peaceful resolution of regional problems and conflicts (war, famine, poverty) through the development of behaviour aimed at building inter-organizational relationships. Modern competition rules are intended to foster the creation of multi-level inter-organizational relationships, the benefits (synergistic effects) of which are described in the article on the basis of the analysis and evaluation of inter-organizational cooperation implemented in the Świętokrzyskie region. [ABSTRACT FROM AUTHOR]

Purpose: Corruption is a major social problem, and scholars have devoted considerable attention to this phenomenon. However, less attention has been paid to how corruption spreads among organizations and what factors can make its spread more likely. This study aims to fill the gap by modelling corruption as an interorganizational contagion. Design/methodology/approach: The authors used social contagion theory to model corruption as an interorganizational contagion, influenced by the susceptibility of organizations and the strength of contagion sources. The study analysed 736 medium and large Italian municipalities over a five-year period, with 3,146 observations (excluding missing data). The authors conducted a longitudinal analysis using panel logistic regression techniques and performed robustness and endogeneity checks through a dynamic panel data model. Findings: The authors found that municipalities with a higher percentage of corrupt neighbouring municipalities were more likely to experience corruption. The probability of experiencing corruption was also significantly higher for municipalities with weaker organizational resistance to corruption contagion. Originality/value: Previous studies have not clearly explained the organizational mechanisms behind the spread of corruption at the interorganizational level. The study suggests that corruption contagion at the municipal level occurs via reduced uncertainty in decision-makers and is influenced by the prevalence of corruption locally. The spread can be driven by conscious or unconscious mechanisms. This study challenges the idea that corruption contagion is immediate and inevitable. Organizational resistance to corruption can affect the risk of contagion, highlighting the importance of anti-corruption controls and ethical systems in preventing it. [ABSTRACT FROM AUTHOR]