This research is concerned with the 'effectiveness of interorganizational relationships' (IORE), as these relationships evolve in hub-and-spoke network organizations. Even though IORs have been the focus of research interest since the early sixties, the study of their effectiveness has been largely overlooked. The purpose of this study was to fill this gap.;Through a two-phase, two-method design, this study developed and tested specific hypotheses regarding the association of several variables with the effectiveness of interorganizational relationships. The results suggest that IORE is associated with variables pertaining to three different levels: Intrinsic attributes of the network member organizations, dyadic relational variables between the network members and the hub and, finally, network structural variables related to the pattern of exchanges underlying the network as a whole.;The results of this study offer some guidance regarding the processes required to the maintenance of effective interorganizational relationships. The strongest results obtained were for the variables at the dyad level. At this level, the results suggest that high levels of commitment to the relationship, low levels of operational conflict, and frequent communication between the parties are strongly associated with effective relationships. At the network level, there was some indication that the more central, and the less integrated a network member organization is, the more effective its relationship with the hub. Even though the results related to the network variables were not particularly strong, they give some indication of the importance of bringing variables from higher levels of analysis when investigating interorganizational phenomena.;Even though more conceptual and empirical work is needed before the concept of interorganizational relationships effectiveness can be fully explored and understood, this study has taken the field one step further by providing some of the groundwork necessary to understand the phenomenon.
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