What Alliance Partners are Trustworthy? The Roles of Governance and Organizational Culture

Oliver Schilke, Karen S. Cook

Research output: Chapter in Book/Report/Conference proceedingChapter

2 Scopus citations


Despite the widespread acceptance of trustworthiness as an important organizational resource, empirical knowledge of the antecedents to trustworthiness is virtually nonexistent. In this paper, we investigate the relative effects of contractual safeguards and organizational culture on the perceived trustworthiness of alliance partners and examine the moderating roles of familiarity and reputation. Based on dyadic survey data, the results suggest that, ceteris paribus, the positive effect of contractual safeguards on trustworthiness is stronger than that of organizational culture. While the latter relationship is positively moderated by familiarity, the former is negatively moderated by partner reputation.

Original languageEnglish (US)
Title of host publicationDevelopments in Marketing Science
Subtitle of host publicationProceedings of the Academy of Marketing Science
PublisherSpringer Nature
Number of pages1
StatePublished - 2015
Externally publishedYes

Publication series

NameDevelopments in Marketing Science: Proceedings of the Academy of Marketing Science
ISSN (Print)2363-6165
ISSN (Electronic)2363-6173


  • Empirical Knowledge
  • Organizational Culture
  • Relative Effect
  • Survey Data
  • Widespread Acceptance

ASJC Scopus subject areas

  • Strategy and Management
  • Marketing


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