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Table 1: Measures of information sharing (by automakers) [79]

Table 2: Measures of self-enforcing safeguards (by automakers) [80]

5.5 Joint dependency

According to French and Raven (1968) the partners in a strategic alliance may become highly dependent on each other, partners’ levels of identification with each other may elevate and their attitudes, goals, and values will tend to converge. [81] As a result, partners in such relationships incline to develop mutual strategy and a focus on joint success for a long-term horizon. Moreover, due to their increased joint involvement, the structure of both partners may become more similar. This kind of attitudinal convergence facilitate the communication and negotiations between partners, while structural identity obviates some of the operational problems, thereby helping actors to avoid unnecessary transaction costs. Furthermore, it is very common for actors in such relationships to prefer non-coercive relational strategies instead of coercive ones, because of their increased desire to avoid high costs resulted from highly dependent relations. [82] The lower need of penalties and relying on non-adversarial rules of engagement aims for developing a strong business relationship. Last, the more high is the joint dependence between partners, the more decreases the level of interfirm conflicts. Hence, confrontations that do occur between exchange partners become less detrimental economically and emotionally. In conclusion, the arguments above suggest that if there is a joint dependence between manufacturers and suppliers, their relationship will be governed by the logic of embeddedness. Therefore, scholars expect that manufacturers will reap superior performance benefits in relationships that implicate joint dependence. [83]

6 Conclusion

In conclusion, this study suggests that there are factors causing dependence between partners in a strategic alliance considered by transaction costs and social exchange theory. According to the transaction cost theory, transaction-specific assets could be a contractual hazard causing dependence between actors and could increase the opportunistic behavior of actors. Social exchange theory refers that firms must dispose of more alternative sources, to increase their power and autonomy. Otherwise, if an organization cannot find appropriate alternatives, it may be dependent upon another organization.

Furthermore, the consequences discussed in the current study are power, lack of trust, and opportunistic behavior. Getting more powerful, a partner could start hardly influencing decision variables of the alliance. Meanwhile the lack of trust could lead to a fear that dependence on other suppliers would enhance because they could use their bargaining po本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。