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be lost. In order to understand the nature of these assets, the relationship between a firm and a manufacturers' agent must be considered, where manufacturers' agents are independent contractors who work on commission to sell products for more than one manufacturer. [21] Transaction-specific assets could be a contractual hazard causing dependence between actors because these assets are non-redeployable. The principal can terminate the relationship with the agent who invested in these specific assets to develop the territory. In this case, the principal may expropriate the value of the investment made by the agency. Even if full termination does not occur, principals can act opportunistic by expropriating some fraction of these 'quasi-rents'. [22]

 

According to Williamson (1991), there are four types of transaction costs: search costs, contracting costs, monitoring costs, and enforcement costs. [23] The reason for the increase in transaction costs is the opportunistic behavior of other actors. Furthermore, scholars supporting the transaction cost economics theory maintain that high transaction costs as a result from opportunistic behavior can be reduced by executing adequate contractual agreements or equity-based governance structures. [24] Other scholars, rejecting the transaction cost perspective on alliances argue that it is focused only on partner opportunism and there is no focus on the social exchange relationships between partners in a strategic alliance. That is why we have to include the social exchange perspective view in this study. [25]

 

3.2 Social exchange theory

 

From the perspective of the social exchange theory organizations aim to find more alternative sources to minimize their dependence on other actors. That is to say, the more alternative sources are available, the more power and autonomy for the firm. Thus, Levine and White (1969) have noted that the availability of alternative sources is a primary determinant of interorganizational exchange. [26] However, they argue that the more an organization can rely on 'outside' sources, the more independent is the organization, and according to Jacobs (1974) other organization cannot exercise control over it in this situation. If an organization cannot find appropriate alternatives, it may be dependent upon another organization for acquiring the needed resources to the extent that these resources are important to organizational performance. [27]

 

4 Dependence consequences

 

The dependency of one party on the other, credit the other one with power in the relations between both parties. [28] This might be a reason that the more powerful partner would not be motivated to adjust to changes required from the other partner. [29] That is why, one of the primary consequences of dependence is power. Another primary consequence is the lost of trust between partners in an alliance.

 

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