Abstract : This paper addresses a puzzling problem: why do parties often choose to combine alternative modes of organizations simultaneously while dealing with identical or almost identical transactions? I propose a model to capture these so-called ‘plural forms’ and to explain the choice of such non-standard arrangements. Three determinants are identified as playing the major role: ambiguity surrounding the fitness of a mode of organization to the transaction at stake; complexity of a transaction or a set of transactions; and strategic behavior. Propositions are derived that are confronted to empirical data coming out of the agrifood industry.
https://hal.archives-ouvertes.fr/hal-01315466 Contributor : Claude MénardConnect in order to contact the contributor Submitted on : Friday, May 13, 2016 - 11:41:50 AM Last modification on : Friday, April 29, 2022 - 10:12:42 AM Long-term archiving on: : Wednesday, November 16, 2016 - 3:30:36 AM
Claude Ménard. PLURAL FORMS OF ORGANIZATION: WHERE DO WE STAND. Managerial and Decision Economics, Wiley, 2013, Governance of Franchising Networks, Cooperatives and Alliances, 34 (3-5), pp.124-139. ⟨10.1002/mde.2578⟩. ⟨hal-01315466⟩