The level of influence of trust, commitment, cooperation, and power in the interorganizational relationships of Brazilian credit cooperatives

Martins, Denise Maria; Faria, Ana Cristina de; Prearo, Leandro Campi; Arruda, Alessandro Gustavo Souza

doi:10.1016/j.rausp.2016.09.003

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Strategy & Bussiness Economics • Rev. Adm. (São Paulo) 52 (1) • Jan-Mar 2017 • https://doi.org/10.1016/j.rausp.2016.09.003 copy

The level of influence of trust, commitment, cooperation, and power in the interorganizational relationships of Brazilian credit cooperatives

O nível de influência da confiança, do comprometimento, da cooperação e do poder no relacionamento interorganizacional de cooperativas de crédito Brasileiras

El nivel de influencia de la confianza, el compromiso, la cooperación y el poder en las relaciones interorganizacionales de cooperativas de crédito en Brasil

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

This article aims to analyze the level of influence of trust, commitment, cooperation, and power in the interrelationships of individual credit cooperatives and their central organization in Brazil. The quantitative and descriptive research was developed in unique credit unions linked to the Central Bank of Brazil and the Organization of Brazilian Cooperatives. The data were analyzed using structural equation modeling, with the estimation through partial least squares. The results obtained for the coefficients of determination (R²) of the endogenous latent variables confirmed the assumptions found in the theoretical models of Morgan and Hunt (1994)Morgan, R. M., & Hunt, S. D. (1994). The commitment–trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38. and Coote, Forrest, and Tam (2003)Coote, L. V., Forrest, E. J., & Tam, T. W. (2003). An investigation into commitment in non-Western industrial marketing relationships. Industrial Marketing Management, 32(7), 595-604.. Statistical significance was also found in the relationships between power and trust, commitment and cooperation, trust and commitment, trust and cooperation, and power and commitment. However, in this study the relationship between power and commitment characterized the significance and was positive between the individual credit cooperatives and their central organization. This is in line with the understanding that power is the solution to resolving conflicts. The research identifies how the constructs of trust, commitment, cooperation, and power show relevance to the alignment of relations between individual credit cooperatives and their central organization.

Keywords
Commitment; Cooperation; Power; Relationship; Trust

Latent variables	Indicators of constructs
Power relations	V33_RCONT: We have mutual understanding on how to deal with disagreements.
	V35_CONFLICT: There are few significant differences with the Central.
	V40_POWER: We hope that none of the parties makes demands that might be harmful to the other.
	V51_POWER: In the relationship with the leader of Central, there are no threats of any kind.
Interorganizational trust	V52_CINTERP: The leader of Central keeps promises the combined with fidelity.
	V53_CINTERP: The conduct of the leader gives us trust.
	V54_CINTERP: The leader of Central is honest and fair.
	V55_CINTERP: The leader of Central has a high degree of integrity.
	V56_CINTERP: The personal consultation is guiding relationship management of Central with the cooperative.
Interorganizational commitment	V8_COMP: We hope to continue working with Central for a long time.
	V10_COMP: We believe that the relationship with Central will be profitable in the long term.
	V11_COMP: We believe there is a commitment by both parties.
	V59_VLCOMP: The leader of Central makes it clear that unethical behavior is not tolerated.
	V60_VLCOMP: Central undertakes formal agreements ethically.
Interorganizational cooperation	V41_COOP: We have developed means to foster learning processes with our experiences.
	V42_COOP: We seek to share resources and expertise for risk reduction.
	V43_COOP: We promote the transfer of technology and/or innovations between the parties.
	V44_COOP: We exchange successful and failure experiences.

Construct	AVE	Composite reliability	Cronbach's alpha
Interorganizational commitment	0.525	0.846	0.773
Interorganizational trust	0.547	0.856	0.789
Interorganizational cooperation	0.683	0.896	0.844
Power relations	0.552	0.830	0.726
Reference values	AVE > 0.50	0.70	0.70

Construct	Interorganizational commitment	Interorganizational trust	Interorganizational cooperation	Relations power
Interorganizational commitment	0.725
Interorganizational trust	0.582	0.739
Interorganizational cooperation	0.700	0.641	0.827
Power relations	0.488	0.515	0.523	0.743

Constructs	Propositions of the theoretical models	Evaluation	Conclusion
Interorganizational trust	P1: Trust directly and positively influences cooperation.	T = 4.768 Positive sign	Proposition accepted
Interorganizational trust	P2: Trust directly and positively influences commitment.	T = 5.752 Positive sign	Proposition accepted
Interorganizational commitment	P3: Commitment directly and positively influences cooperation.	T = 6.985 Positive sign	Proposition accepted
Power relations	P4: Power directly and positively influences trust.	T = 7.733 Positive sign	Proposition accepted
Power relations	P5: Power directly and positively influences commitment.	T = 2.80 Positive sign	Proposition accepted

Construct	Q ²	F ²	GoF
Interorganizational commitment	0.281	0.190	0.483
Interorganizational trust	0.314	0.138
Interorganizational cooperation	0.461	0.385
Power relations	0.254	0.000
Reference values	Q² > 0	F² = 0.02, small	0.36
		F² = 0.15, medium
		F² = 0.35, large

Departamento de Administração da Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo Avenida Professor Luciano Gualberto, 908, sala F184, 05508-900 São Paulo / SP Brasil, Tel./Fax 55 11 3818-4002 - São Paulo - SP - Brazil
E-mail: rausp@usp.br

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[1] * Corresponding author at: Avenida Francisco Matarazzo, 612, 05001-000 São Paulo, SP, Brazil. E-mail:anacfaria@uol.com.br (A.C. Faria).