Disentangling the influences of leaders' relational embeddedness on interorganizational exchange


Journal Article

Drawing on the concept of relational embeddedness and the associated mechanisms of mutual understanding, trust, and commitment, we examine how leaders' prior exchange experiences influence the likelihood of subsequent interorganizational exchange. We begin to develop a microlevel model of organization-level relations that accounts for nodal multiplexity. In data on baseball player trades, we found that individual leaders' ties affected exchanges less than did an organization's other ties. The sharing of exchange experiences by organizations and their current leaders increased the influences of those experiences on exchange behavior. Thus, leaders have more influence within their organizational contexts than in isolation. Copyright of the Academy of Management, all rights reserved.

Full Text

Duke Authors

Cited Authors

  • Barden, JQ; Mitchell, W

Published Date

  • January 1, 2007

Published In

Volume / Issue

  • 50 / 6

Start / End Page

  • 1440 - 1461

International Standard Serial Number (ISSN)

  • 0001-4273

Digital Object Identifier (DOI)

  • 10.5465/AMJ.2007.28225983

Citation Source

  • Scopus