Organizational Trust and Interfirm Cooperation: An Examination of Horizontal Versus Vertical Alliances

Over the past decade, trust has emerged as the central means of achieving cooperation in interorganizational relationships. Past empirical inquiries have largely focused on the role of trust within the context of vertical relations between channel members or service providers and their clients. Thus, little is known about the nature or the role of trust in horizontal relations. A number of interorganizational scholars suggest that the nature and the effect of behavioral norms such as trust may be widely different in horizontal versus vertical relationships. This study examines the effect of relationship form on organizational trust using data from a survey of 106 U.S. firms who have recently participated in either horizontal or vertical R&D alliances. The results of this survey indicate that participants in vertical alliances display higher levels of organizational trust than participants in horizontal alliances. In addition, while organizational trust enhances cooperation in vertical alliances, trust is unrelated to cooperation in horizontal alliances.     

Consumer Rationing and Cournot Outcomes: Experimental Evidence

We report the results of duopoly market experiments where firms first commit to capacities and then compete in prices. The theoretical literature pertaining to these duopoly models suggests that the way residual demand is rationed is fundamental to the character of equilibrium outcomes when capacity costs are sufficiently low. The experiments test this prediction by varying capacity cost and demand‐rationing schemes. We find that residual demand rationing does not significantly impact the capacity choices of experimental subjects, although it does affect pricing. Regardless of rationing scheme, the Cournot outcome is common with high capacity costs and rare with low capacity costs.