Sectoral decision making: structures, processes and trust

Abstract

Purpose

The purpose of this paper is to synthesize multi-sector, cross-sector, and other interorganizational alliance structures and processes with particular focus on their saliency in partnership/alliance decision making.

Design/methodology/approach

This is a conceptual paper focusing primarily on management and public administration literature that examines decision making in multi-sector, cross-sector, and other interorganizational alliances.

Findings

The paper identified that decision making takes place at every stage of the partnership process, with complexity being dependent on organizational structure and design, i.e. dyad or network. Organization structures and key processes including coordination, cooperation, and trust are critical elements that impact decision making. Trust is foundational for the development and sustainability of collaborative alliances. Many of these same characteristics are also found in strategic alliance structures and processes.

Practical implications

This analysis of selected literature on decision making and trust has the capacity to enhance awareness and expectation-setting for those entering a collaborative partnership. Trust is an integral and enduring component at every stage.

Originality/value

This study crosses the boundary between sectoral partnerships and other interorganizational alliances in the analysis of decision-making structures and processes.

Citation

Henderson, S.S. and Smith-King, E.J. (2015), "Sectoral decision making: structures, processes and trust", Management Decision, Vol. 53 No. 7, pp. 1545-1559. https://doi.org/10.1108/MD-04-2015-0128