Interorganizational relationship management: managing across hierachies, markets and networks

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dc.contributor.advisorIsaacs, Eslyn
dc.contributor.authorMuleya, Cedrick
dc.contributor.otherDept. of Management
dc.contributor.otherFaculty of Economics and Management Sciences
dc.date.accessioned2013-09-11T12:21:34Z
dc.date.accessioned2024-05-03T09:55:56Z
dc.date.available2007/09/12 12:44
dc.date.available2007/09/12
dc.date.available2013-09-11T12:21:34Z
dc.date.available2024-05-03T09:55:56Z
dc.date.issued2006
dc.descriptionMagister Commercii - MComen_US
dc.description.abstractThis study focused on understanding inter-organizational relationships (IOR) of a dynamic nature. A dynamic process that has repetitive sequences of negotiation, commitment, and execution stages is central to inter-organizational relationships. The dynamic process is a tool that is used by management through collaboration, co-operation, and coordination to engender formation, governance, and performance of inter-organizational relationships. This report looked into how the resource-dependency theory gives insight into the formation of an inter-organizational relationships and how the transaction-cost theory contributes to the understanding ofinter-organizational relationships governance.en_US
dc.description.countrySouth Africa
dc.identifier.urihttps://hdl.handle.net/10566/12862
dc.language.isoenen_US
dc.publisherUniversity of the Western Capeen_US
dc.rights.holderUniversity of the Western Capeen_US
dc.subjectCorporate cultureen_US
dc.subjectIndustriesen_US
dc.subjectSocial aspectsen_US
dc.subjectOrganizational sociologyen_US
dc.subjectOrganizational effectivenessen_US
dc.titleInterorganizational relationship management: managing across hierachies, markets and networksen_US
dc.typeThesisen_US

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