Formation of Interdependence among Individuals in the Initial Phase of Intercompany Collaboration: The Role of Leaders and Members of AI Consortiums in Japan

Abstract

Japanese firms are accelerating their engagement in horizontal collaboration through unprecedented inter-firm combinations that allow organizations to respond flexibly and quickly to changes in the external environment. However, existing research has not sufficiently examined trust formation and individual interaction processes in the initial stages of such inter-organizational collaboration. This study examines a newly established value-creation consortium led by the private sector that uses state-of-the-art artificial intelligence (AI) technology to solve social issues. We interviewed consortium members in different positions; the steps for coding and theorization (SCAT) were used to analyze individuals’ interactions in the initial stage of forming inter-organizational collaboration. The results showed that the members’ willingness to collaborate increased due to the leader exhibiting trustworthy behavior. Furthermore, uncertainty caused by AI’s technological specificity led to insecurity, creating role ambiguity and role conflicts, which leaders and members overcame to form interdependent relationships among individuals. The indication of such a process is a new finding, the practical implications of which are discussed.