Interorganizational cooperation: the structural aspect of nurturing trust

Abstract

Purpose

Interorganizational cooperation (IOC) is like harnessing a swan, a crab, and a pike to a single wagon and still expecting it to go. One issue that appears significant under such conditions is building trust and inscribing it into the structure of IOC. The purpose of this study is to explore the relationships between trust and IOC structure.

Design/methodology/approach

Trust‐structure relationships are studied by drawing upon a case study of complex and effective IOC in The Early Childhood Center in Israel.

Findings

The analysis reveals several structural factors that support the building and maintenance of trust: choice of contribution, involvement in decision making, committee configuration, IOC culture, the director's role, and the representatives' high‐ranking positions and professional background.

Research limitations/implications

Three conditions help to inscribe trust into IOC structure: Low risk and minor expectations from the IOC, a leader willing to share information throughout the IOC structure, and high positions and professional representatives.

Originality/value

The study contributes to IOC literature by highlighting the fact that trust between organizations cannot depend on the goodwill of particular people, but must have an organizational structure to enable and support it.

Citation

Tubin, D. and Levin‐Rozalis, M. (2008), "Interorganizational cooperation: the structural aspect of nurturing trust", International Journal of Public Sector Management, Vol. 21 No. 7, pp. 704-722. https://doi.org/10.1108/09513550810904523