Academia and industry both report benefits to forming and maintaining collaborative research partnerships. As organizations come together to participate in these partnerships, each brings their own set of operational norms and strategic goals. Some of these norms and goals are complementary, but others can be conflicting. University-industry research partnerships (UIRPs) in particular are susceptible to conflicts for at least four major reasons: 1) there are strategic differences in the purposes of industry and academia that can result in misalignment of goals and unrealistic expectations; 2) each organization has different operational norms and discord can arise from misunderstandings among participants; 3) many UIRPs function as virtual teams and are susceptible to miscommunication that arises when face-to-face communications are missing; and, 4) UIRPs are knowledge-based organizations meaning that their primary purpose is to translate research into applicable technology that is a largely intangible process and therefore, difficult to manage. The conflicts that can arise from these misalignments, misunderstandings, miscommunications, and mismanagement can deteriorate trust and can become detrimental to a partnership. Trust has been cited as being a factor in adequately addressing conflict and reducing the potentially detrimental effects of each characteristic. This makes the need to proactively cultivate trusting relationships in UIRPs critical. The purpose of this study was to empirically investigate the role of trust in university-industry research partnership performance. The study was designed as a convergent parallel mixed methods research design utilizing an online questionnaire administered to boundary role spanning academic and industry UIRP participants for the quantitative study and interviews of the academic-industry leadership teams for the qualitative study. Following independent analyses of each study, an integrative discussion of the results of both studies more holistically described the role of trust in UIRPs. The research results enhance our understanding of the role of trust in UIRPs and suggest empirically-based guidelines for managing trust and sustaining positive, long-term UIRP performance. / Ph. D.

Multi-market contact can either escalate or deescalate rivalry. Recent empirical work has revealed an inverted U-shaped relationship between multi-market contact and rivalry. These findings have lead many to suggest that mutual forbearance (MF), a switch from competition to cooperation across markets, is a natural outcome of increasing multi-market contact between two firms. Despite the relatively widespread acceptance of this suggestion, we do not have a theoretically grounded explanation for how this switch from rivalry to mutual forbearance occurs. This dissertation takes up this task. Theories of learning and trust are used as the grounding for the development of a theoretical model of the process by which multi-market rivals switch from competition to cooperation across markets. The model is tested using data from the U.S. Scheduled Passenger Airline Industry. Results support the general theoretical foundations of the model and provide new insights into the genesis of mutual forbearance.

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Purpose:The purpose of this master dissertation is to examine current research on trust and its building process in business to business relationship from marketing and behavioral sciences perspectives. Research Questions: (1) What relationships do inter-organizational trust and inter-personal trust have? (2) How trust is built from perspectives of business and behavioral sciences? (3) What benefits and limitations do trust researches in behavioral sciences have, comparing to trust research in marketing? Research Design/Methodology: Qualitative research conducted a literature review between business administration and behavioral sciences, and interdisciplinary interviews with nine scholars and four business managers. Meanwhile, criteria are generated to ensure research quality. Findings: The finding of this research claims that interpersonal and interorganizational trusts are linked with organizational learning theory. Trust-building process is a social cognition sequence, which developed based on theory of social cognition and social interaction. A conceptual framework of trust-building process on the basis of social cognition was developed. Managerial Implications: This research suggests that mangers need to improve companies’ learning and cognition capability in order to identify new business opportunities, reduce the risk on mistakenly trust ineptitude partners, and increase companies’ competitive advantages.

The fight against terrorism and organized crime require strong collaboration between public security organizations. Public security networks include several agencies that are not bound to each other with strong hierarchical ties. Because of a lack of the strong hierarchical structure, managing public networks is not similar to managing a single government agency. This study aims to examine the factors influencing network effectiveness in the public security sector. The main research questions of the study are: Which factors are important for effectiveness in public security networks? What is the role of inter-organizational trust among partner agencies? Which kind of leadership style will achieve the highest performance in public security networks? What is the relative importance of goal convergence and organizational culture in network effectiveness? How does the relationship between inter-organizational trust, leadership style, goal convergence and organizational culture impact network effectiveness? In order to find these relations, a self-reported survey was sent to 2,095 current and previous Turkish public security network managers. The study found that inter-organizational trust and goal convergence have a positive relationship with network effectiveness. Although facilitator leadership is found to be the most common leadership style in Turkish public security networks, it is found as inappropriate to achieve higher network effectiveness. According to the results, the co-producer network leadership is the most convenient leadership style in terms of network effectiveness. While the results of the descriptive statistics confirm that six specific features of organizational culture in public security sector have negative influence on network effectiveness, the hypothesis testing with the covariance structure model only support the negative impact of competition among partner organization. This study contributes to the literature on network effectiveness with particular proposals for the public security managers and practitioners.