{'fraction_non_alphanumeric': 0.02857142857142857, 'fraction_numerical': 0.007792207792207792, 'mean_word_length': 6.135802469135802, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Cooperation and Continuity in Strategic Business Relationships

ABSTRACT Kay (1995) maintains that one of the most important objectives of a commercial relationship is cooperation. As long-term partnerships and strategic alliances between firms become increasingly important, more detailed knowledge regarding achieving interorganizational cooperation is needed. We ask two questions in this research; first, what are conceptual dimensions of cooperation and second, how does cooperation affect other behaviors in long-term business relationships? We suggest, based on extant literature, that global cooperation is comprised of four dimensions (information sharing, organizational flexibility, joint working, and harmony between firms). We propose that global cooperation affects relationship continuity indirectly through the accumulation of strategic benefits and trust. This model is field-tested with data from a national sample (n = 163) of industrial suppliers. The main results: (1) three of the four dimensions are predictive of global cooperation, and (2) global cooperation indirectly affects relationship continuity, particularly through trust.