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
Contributeur : Claude Ménard
<>
Soumis le : vendredi 13 mai 2016 - 11:41:50
Dernière modification le : mardi 30 janvier 2018 - 17:50:04
Document(s) archivé(s) le : mercredi 16 novembre 2016 - 03:30:36
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〉
