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? Academy of Management Journal
1995, Vol. 38, No. 1, 7-23.
We thank Pamela Durfus, Martin Gannon, Edward Locke, and Cormac Mac Fhionnlaoich
for their comments on an earlier draft of this essay.
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8 Academy of Management Journal February
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1995 Smith, Carroll, and Ashford 9
Moreover, a new market ethos, sometimes oriented toward new total quality
management (TQM) philosophies, also underscores the need for cooperation
throughout organizations. Indeed, McKenna and Wright (1992) pointed out
that old metaphors likening organizations to machines and organisms are too
simple to represent modern organizations. New metaphors, likening organ-
izations to brains, families, and political arenas, all highlight different as-
pects of cooperative imperatives. Moreover, metaphors of competition as
war and of success as winning no longer seem as valid in today's complex
business environment as they did in earlier times.
Although these new organizational trends demand greater attention to
issues of cooperation, variation in national cultures can also present signif-
icant challenges to achieving cooperation as organizations become increas-
ingly global. For example, people tend to cooperate less in the United States
than in Sweden and Japan (Cole, 1989). Cultural differences in legal systems
and in the relationship between business and government can also affect
attempts to build cooperation (Perrone, 1993). For example, in Japan it is
common for competitors to cooperate with one another in new product
development, whereas such activity has only recently become permissible or
legal in the United States, under the Cooperative Research Act of 1984. This
recognition of the importance of cultural differences is in line with growing
evidence that U.S.-developed economic and psychological theories cannot
be generalized to other nations with different cultures (Erez & Earley, 1993).
All of the developments just noted have forced scholars to question
what they really know about cooperation and to ask whether past theories
and research apply to new organizational forms and realities. These devel-
opments also highlight the growing importance of new related research ar-
eas, such as interpersonal trust, cross-functional boundary spanning, team
behavior, and collaborative interorganizational relationships. Our primary
goal in proposing the Special Research Forum on Intra- and Interfirm Coop-
eration was to encourage more work on these topics. We hoped that a fo-
cused research issue would give scholars an arena in which to present their
empirical findings on this topic and to identify areas of future research need
and opportunity.
THE DOMAIN OF COOPERATION
The literature on cooperation is rich in theory and diverse in its aca-
demic roots. Indeed, cooperation is a topic of interest in disciplines such as
economics, sociology, anthropology, psychology, and political science as
well as in organizational behavior, organization theory, and strategic man-
agement. To give an example of just how much work has been done in this
area, one review of the cooperation and conflict literature in political science
cited over 250 empirical studies on the subject of correlates of conflict and
cooperation among political entities (Gibbs & Singer, 1993). Given the wide
attention that has been devoted to the topic of cooperation, it is appropriate
to provide some definitional categories that may inform our analysis of cur-
rent research topics and trends.
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10 Academy of ManagementJournal February
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1995 Smith, Carroll,and Ashford 11
immediate antecedent is trust. Like other scholars, Ring and Van de Ven
(1994) defined trust as an individual's confidence in the good will of the
others in a given group and belief that the others will make efforts consistent
with the group's goals. A belief that others will faithfully apply effort to
achieve group goals may result in informal cooperation; a belief that a formal
hierarchy will reward cooperative behavior may produce formal coopera-
tion. Of course, trust itself has many antecedent conditions and has often
been used as the dependent variable in studies of cooperation (Argyle, 1991).
Although cooperation can have many outcomes, one of the most sought
after in an organizational setting is effective coordination, which is assumed
to result in higher performance. Coordination concerns the combination of
parts to achieve the most effective or harmonious results (Thompson, 1967).
Coordination stemming from cooperation seems particularly important in
today's new organizational forms, where relationships are much more vol-
untary and self-defined than organizationally mandated. If work is accom-
plished in a fluid, ever-changing pattern of relationships that cut across
functional, hierarchical, and national boundaries, high levels of cooperation
may allow for an efficient and harmonious combination of the parts leading
to high performance.
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12 Academy of Management Journal February
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1995 Smith, Carroll, and Ashford 13
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14 Academy of ManagementJournal February
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1995 Smith, Carroll, and Ashford 15
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16 Academy of Management Journal February
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1995 Smith, Carroll,and Ashford 17
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18 Academy of ManagementJournal February
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1995 Smith, Carroll, and Ashford 19
and networks that are both differentiated and interrelated. Structural vari-
ables might include number of participants, heterogeneity and homogeneity,
distance, history, and power. Like modeling theories, social structure theo-
ries look to dimensions outside a relationship to predict cooperation and
coordination. Network theory, an especially popular example of social struc-
ture theory (Nohria & Eccles, 1992), explains cooperation in terms of the
position of the cooperating partners in a network of relationships.
Although the above menu of theories has wide applicability, it is un-
likely that any single theory can fully explain the complexities of coopera-
tion. Thus, a multitheoretical perspective can yield important insights, as
this special research forum demonstrates. For example, the joining of ex-
change and attraction theories helped McAllister articulate two different
forms of trust. In addition, a multidisciplinary approach to the subject may
also yield important insights. For example, Gulati combines ideas from eco-
nomics and social psychology to explain why repeat alliances become less
formally structured. Moreover, perhaps new theories are needed to capture
the cooperation involved in new forms of organizing. For example, in de-
scribing cooperation at SEMATECH, Browning and colleagues borrow com-
plexity theory from the physical sciences to help explain how an ordered
system arose from apparent chaos. Continued study of cooperative relation-
ships as they are played out within today's new organizational forms may
lead scholars to search for new theories that are better able to capture these
complexities.
What Research Method Is Ideal for Studying Cooperative Relationships?
McGrath (1964) described the evolution of the methods used to study a
particular research topic and the knowledge that results. Researchers often
begin with case analysis to identify the basic domain and issues to be con-
sidered. The second methodological phase often involves archival and field
studies that explore basic and relatively simple relationships. The third
phase examines specific relationships in controlled laboratory settings. Fi-
nally, research might return to the case method to fully identify various
facets of a model and the relationships found in it.
Given all the prior research on cooperation that has been conducted in
the multitude of disciplines, knowledge on the subject might be considered
to be in its final stages. But given the new guises in which cooperative efforts
are showing up within today's organizations, research might also be consid-
ered to be in its infancy. The state of knowledge on the subject will in part
depend on whether past research on cooperation is relevant in today's com-
plex organizations. There is also growing evidence that research carried out
in the United Stages may not generalize well to other cultures (Erez & Earley,
1993). Regardless, a more definitive statement or catalog of knowledge on
cooperation is necessary.
Clearly, more longitudinal case studies that are capable of capturing the
complexities and dynamics of cooperation are needed. However, these case
studies need to be simplified and replicated with field work and ultimately,
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20 Academy of Management Journal February
with simulations and laboratory studies. It would also seem important for
researchers to replicate past discipline-based studies in today's business
context to test generalizability. Moreover, we suggest that much of the micro-
level research on cooperation can be applied to the study of cooperation
between organizations, which continues to be a major topic of interest and
relevance in the present organizational world.
CONCLUSION
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1995 Smith, Carroll, and Ashford 21
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