A proposed cooperation framework for organisations and their leaders

Abstract

Purpose

The aim of this paper is to provide new insights into cooperation for organisations.

Design/methodology/approach

The paper is based on a literature review of cooperation, risk and trust. The emergent themes from the literature review form the basis for a proposed cooperation framework.

Findings

The power of cooperation for organisational leaders lies in its ability to enhance group effectiveness and increase performance. The emergent elements of trust and risk provide a basis for the proposed cooperation framework. The proposed framework has utility for organisations and their leadership and informs us that trust has the potential to reduce risk and increase cooperation.

Practical implications

This research provides practitioners and business leaders with a greater understanding of how cooperation, risk and trust are interconnected. Also, the researchers contend that the cooperation framework proposed in this paper has the potential to enhance cooperation in organisations.

Originality/value

The paper proposes a new framework that shows how cooperation is connected to risk and trust. The proposed framework has utility in organisations by providing a deeper understanding of the value of trust to organisations and their leaders.

Citation

Heavey, C. and Murphy, E. (2012), "A proposed cooperation framework for organisations and their leaders", Management Decision, Vol. 50 No. 6, pp. 993-1000. https://doi.org/10.1108/00251741211238292